ML20206T399
| ML20206T399 | |
| Person / Time | |
|---|---|
| Site: | Millstone  |
| Issue date: | 03/31/1999 |
| From: | NORTHEAST NUCLEAR ENERGY CO. |
| To: | |
| Shared Package | |
| ML20206T386 | List: |
| References | |
| NUDOCS 9905240146 | |
| Download: ML20206T399 (103) | |
Text
e HillLSTONESTATION/ UNIT 3 FirstQuarterPerformanceReport
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Table of Contents INTRODUCTION PERFORMANCE ON KEY lSSUES-BACKLOG MANAGEMENT UPDATE O
ICAVP LEVEL 4 DR STATUS l
STATUS OF FINDINGS FROM SARGENT & LUNDY ICAVP FINAL REPORT i
APPENDIX 1 - KEY PERFORMANCE INDICATORS O
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' (O c) l Introduction-Structure of the Report l
This performance report for Unit 3 documents the success of the Unit and supporting station programs to sustain progress on 15 Key issues and provides a status update in the following areas: Backlog Management Plan, the Independent Corrective Action Verification Program (ICAVP) Discrepancy Reports, and the Findings from Sargent & Lundy's ICAVP final report. The sixteenth recovery Key Issue, Nuclear Safety Assessment Board, is functioning satisfactorily and no longer requires classification as a site-wide Key is, sue. The report is divided into four sections.
Section 1 of the report, Performance on Key /ssues, provides a summary of the assessments and Key Performance Indicators (KPis) which measure
,q progress on the defined success criteria for each issue. Copies of the KPls, Q
which are used to measure performance against station and unit goals, can be found in Appendix 1.
Section 2, Backlog Management Update, outlines the progress achieved in dispositioning work items included in several work management categories.
J Two tables summarize the end of quarter status in each work management category.
Copies of the Backlog Management KPis can be found in l
Appendix 1.
1 Section 3, ICAVP Level 4 DR Status, reports on the progress toward completion of the Level 4 Discrepancy Reports from the Unit 3 lCAVP. Tables and figures depict the anticipated work off of corrective actions associated with the Level 4 DRs.
i Section 4, Status of Findings from Sargent & Lundy ICAVP Final Report, provides an update on the progress toward completion of corrective actions arising from the eleven findings and recommendations of S&L Final Report, SL 5192.
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Millstone Station / Unit 3 First Quarter 1999 Performance Report l
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Performance on Key issues During the Millstone recovery, the Millstone Leadership Team identified fifteen (15) site-wide Key issues.
This quarterly performance report rehets station / Unit 3 performance for the period January 1 through March 31,1999.
Leadership Status of issue Leadership Assessments indicate that Millstone Station has effective leadership and that the gains made in the work culture during the recovery have been maintained.
Summary of Progress Leadership Assessment. A leadership assessment was conducted in
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the winter 1998 which showed all assessment areas remained above the goal (5.5 out of 8), except one (performance accountability, 5.42).
The Leadership Assessment revealed several strengths in the ability of management to foster a supportive workplace environinent and in the receptivity of managers to listen to concerns and to respect differing points of view. Millstone Station has recently completed a workshop on Vision and Values which was attended by all employees and long-term contractors on site.
The leadership team will participate in follow-up training on 50.7 issues later this year. The station strategic realignment has completed the first two cascades with the selection of new directors and managers. The final cascade, selection of supervisors, will occur after Unit 2 restart.
The results of the most recent Leadership Assessment are shown in the KPI-Millstone Station Leadership found in Appendix 1.
O Millstone Station / Unit 3 First Quarter 1999 Performance Report
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p Safety Conscious Work Environment Status ofissue The NRC lifted the 1996 Order requiring the third-party oversight of Millstone's Employee Concerns Program (ECP) and the development of the Safety Conscious Work Environment (SCWE) on March 11, I'
1999.
A SCWE Assessment plan is in place to ensure the Millstone SCWE is
- sustained and continuously improved.
This plan is our method to ensure we continue our ongoing assessment activity, as well as the l
independent assessment work that Little Harbor Consultants (LHC) l was charged with under the Order.
Summary of Progress Culture Surveys. Analysis of the data from the six administrations of the Culture Survey that have occurred at Millstone Station from Juna 1996 to December 1998 shows a significant positive trend relative to performance, attitude, and overall culture at the station. Significant progress has been made in the areas of employee concerns and O
Safety Conscious Work Environment. Some areas did decline in the December 1998 survey. The areas where the dec'ines are most pronounced are our focus on mission and goals, our ' work processes (including their simplicity and the ability to implement change in these processes), and proactive measures to sustain and improve our performance.
Human Resources. Human Resources (HR) has increased the level of consultation with line management and has successfully resolved a number of cases. In addition, we have noted a greater willingness of employees to use the normal grievance process.
SCWE Workplace Survey. An assessment of the effectiveness of staff reduction processes revealed that none of the individuals who had been involved in staff reductions had subsequently gone to the Millstone ECP with a concern, or had initiated DOL complaints. From a macroscopic level, the managed task staff reduction process at Millstone appears to be effective.
Analysis of the KPl data shows that employees are willing to raise i
concerns and that leadership is effective in resolving those concerns.
The number of focus areas continues to decline. There are no adverse l
1' Millstone Station / Unit 3 First Quarter 1999 Performance Report I-
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- O trends in the number of concerns received by NU or allegations received by the NRC. KPls related to the Safety Conscious Work Environment issue can be found in Appendix 1.
Self-Assessment Status of issue An environment which reflects a questioning attitude and self-identification is present at Millstone. The self-assessment culture and program performance are determined to be at a satisfactory level to support the continued safe operation of Unit 3.
Summary of Progress Follow-up Review to 3 CAD-SA-98-01 " Station Self-Assessment."
A follow-up review, conducted in March 1999, reevaluated overall self-assessment program results as satisfactory. The follow-up review also i
found that the effectiveness of corrective actions in response to recommendations from the last 1998 self-assessment were O
satisfactory.
This review identified no self-assessment program weaknesses.
industry Benchmarking. A benchmarking workshop in Harrisburg, Pennsylvania, found Millstone's Self-Assessment program in line with what industry leaders are recommending in order to be successful.
Millstone was one of only a few utilities that uses a self-assessment training module.
Nuclear Oversight Verification Plan (NOVP) Self-Assessment.
NOVP rated Millstone Unit 3 self-assessment performance throughout the first quarter assessment as satisfactory.
KPi data shows that more than 95% of Unit 3 total condition reports issues were self-identified for the first quarter with no significant programmatic issues identified by internal or external oversight.
However, the latest March performance indicator trend did not meet management expectations due to an increase in " Event" coded condition reports. Mansgement is investigating the trend to determine a corrective action plan. KPls can be found in Appendix 1.
O Millstone Station / Unit 3 First Quarter 1999 Performance Report.
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Q Corrective Action U
Status of Issue Overall the Corrective Action Program performance is satisfactory and improving. The program is being implemented as designed and is effective. Areas for improvement have been identified and required actions are being tracked within the program itself.
Summary of Progress The organization continues to demonstrate a " low threshold" for issue identification.
Issue evaluation quality and timeliness are meeting program standards. Improvements in the timeliness of corrective action implementation, as well as overdue corrective action assignments, are needed and management is taking action to move performance toward meeting expectations. The overall backlog of corrective actions has been steadily decreasing for the last two quarters.
Corrective actions to prevent recurrence are evaluated for effectiveness.
In most cases, the corrective actions to prevent recurrence have been effective. Deficiencies have been investigated and additional action taken. The multi-discipline Management Review Team remains effective in the classification of new Condition Reports (CRs), action plan reviews, and more recently in assessing effectiveness reviews.
Assessments have revealed opportunities to improve the corrective action Engineering Disposition program. Actions are being tracked within the Corrective Action Program.
Oversight Status of issue Recent internal and external (Nuclear Regulatory Commission) assessments indicate that the Nuclear Oversight organization has been a positive influence in station assessment processes and has provided rigorous evaluations of line performance. The Nuclear Oversight O
Verification Plan continues to be a widely accepted method used for continuous assessments of " key issues" important to plant Millstono Station / Unit 3 First Quarter 1999 Performance Report
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k performance. Utilizing this Plan, Oversight has continued to provide an
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integrated assessment of plant effectiveness.
Summary of Progress l
Quality Control - Customer Satisfaction. This self-assessment evaluated the processes used to establish Quality Control Hold Points and the implementation of the Quality Control Hold Point inspection plans. Applicable procedures and QC processes were reviewed to verify the methodology utilized to determine if any mandatory inspections are applicable to the task described in work packages. Interviews were also conducted with QC inspectors, technical support staff, and Unit 3 customers it was determined that the hold point program is well established, with areas for further improvement noted and tracked within the Corrective Action Program.
i KPI data indicates that self-identified Unit issues have fallen slightly below Management goals. Investigations revealed some of the Condition Reports may have been miscoded and corrective actions are being taken.
Oversight generated Condition Reports are given appropriate attention by the line organizations.
However, the timeliness of evaluations (defined as " evaluation for reportability and operability, failure mode and/or root cause has not been performed, or has been performed but not yet approved") does not appear to be improving at the same rate as the timeliness for all Condition Reports. The reasons for this apparent disparity will be evaluated and any necessary remedial actions implemented.
Configuration Management Status of issue Self-assessments have identified some needed improvements in processes which affect Configuration Management.
Although enhancements were identified, these processes are sufficient to maintain plant configuration. These process improvements are being addressed in the Corrective Action Program.
Summary of Progress n
Self-assessments [CM-SA-99-001, " Millstone Unit 3 Design Change U
Product Review," CM-SA-99-002, " Condition Report Engineering Millstone Station / Unit 3 First Quarter 1999 Performance Report
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Dispositions,'" CM-SA-99-006, " Millstone Unit 3 Change Product Review"] of Station processes have identified the need for improvements in change products (DCRs and MMODs) for Unit 3, as well as the Condition Report Engineering Dispositions (CREDs). These improvements have been brought to management attention and are being addressed within the Corrective Action Program. The processes, even without identified improvements, are adequate to ensure plant configuration.
The CM Awareness KPl shows that the Design Bases, Licensing Bases and Operations have predominately met the 80% goal over the l
first quarter. The Miscellaneous section has regularly not met the 80%
goal over the first quarter due to focused audits of Corrective Action, Nuclear Document Services, and Nuclear Training activities resulting in the generation of reactive CRs.
Regulatory Compliance Status of lasue A
The Regulatory Compliance Key issue is satisfactory to support continued safe operation of Unit 3.
Summary of Progress Condition Report Investigation, CR M3-99-0542, " Changes to the Millstone organizational structure are not being implemented in a manner to preserve the Licensing Bases."
This Condition Report (CR) identified a number of discrepancies with implementation of changes to the licensing basis organization at Millstone, resulting in a stop work order by Nuclear Oversight to halt further organizational changes.
Deficient items regarding licensing basis organizational titles were found. The root cause was determined to be ineffective corrective actions for previously identified occurrences compounded by an extremely complicated licensing basis for the organization and ineffective implementation of corrective actions.
Appropriate changes to the licensing basis documents are being initiated.
Recommended corrective actions were made by this assessment to realign the organization with its licensing basis.
Overall, the processes to ensure compliance with the Licensing Basis,
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excluding organizational licensing basis issues, are judged to be Millstone Station / Unit 3 First Quarter 1999 Performance Report
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l q functioning satisfactorily. Performance was judged to have slipped (to tg yellow, needs improvement) from last quarter's performance based on to the issuance of the Level 1 CR documenting organizational licensing basis issues described above.
Based on performance indicators (KPls), the processes to ensure compliance with the Licensing Basis are judged to be functioning satisfactorily.
Actions associated with Level 1 CRs related to the reorganization were discussed above.
There were no overdue Unit 3 commitments in the first quarter. There was one Unit 3 Level 2, historical Notice of Violation and four historical non-cited Violations received in the first quarter that are not significant with respect to first quarter performance.
The process for LER preparation is functioning satisfactorily. LERs are consistently being submitted on a schedule which meets the 30 day requirement.
The process for preparation of docketed correspondence is functioning satisfactorily. There were no technical or material errors during the first quarter.
Training Status of issue Overall performance of the Nuclear Training Department as assessed by Nuclear Oversight during the first quarter of 1999 is categorized as
" satisfactory." INPO follow-up reviews of actions taken in response to the Operations Training Programs on Probation concluded that progress is being made in addressing issues raised by the Accrediting Board.
Summary of Progress The NTD-99-01 " Comprehensive Self-Evaluation of Technical Training Programs" provided a broad review of the Technical Programs in support of the Accreditation Self Evaluation Report which will be drafted and submitted to the Institute of Nuclear Power Operations (INPO) during the second quarter of this year. This effort is a recurring process to support the Accreditation Renewal for six non-Millstone Station / Unit 3 First Quarter 1999 Performance Report
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m operator programs. The review identified nine positive aspects and five l V weaknesses in these programs.
NTD-99-02 " Conduct of On-the-Job Training / Evaluation" identified one strength, no adverse conditions and one area for improvement.
NTD-99-08 "OJT Trainer Evaluator Qualification" and NTD-99-09
" Training Alignment Verification for Shift Manager and Engineering Support Systems Course Materials" each identified one adverse condition.
NRC Confirmatory Action Letter (CAL) and Corrective Action Plan (CAP) Inspection resulted in the Corrective Actions being closed and the CAL lifted.
The majority of KPI data analyses show performance is being maintained as expected with one exception that the KPl for Training Attendance identified one adverse trend.
Actions planned or completed to correct the adverse condition are being tracked by the Corrective Action Program.
0(V Operational Performance Status of issue Operational Performance during the first quarter of 1999 has improved, and with some exceptions, met management expectations. The unit remained at power during the entire quarter, with reductions in power in response to intake Structure weather-related degradation and secondary equipment failures.
Areas which warrant increased emphasis include configuration control and resolution of operational focus aggregate impact items.
Summary of Progress Assessment results show a need for increased management attention to configuration control issues.
A revised and enhanced Work Observation Program recently has been implemented to focus attention I
on human performance.
The unit was challenged operationally when the concentration of CO2 l
in the Control Room increased due to an inadvertent CO2 system l
Millstone Station / Unit 3 First Quarter 1999 Performance Report
10 actuation in the Cable Spreading Room. Operators performed their (m) duties for approximately six hours while wearing SCBAs. Corrective actions have been identified and are being implemented.
The current status KPis indicate that expected improvement in certain of the elements (e.g., temporary modifications, operator work-arounds, l
and long term tagouts) has not been achieved. Additional attention is l
required to ensure an acceptable operational impact upon startup from j
the upcoming refueling outage. Improvements have been noted in the area of schedule adherence. KPls can be found in Appendix 1.
Work Control and Planning Status of issue On-Line work activity and scheduled surveillances continued to exhibit positive trends in the first quarter.
Outage preparation for RFO6 proceeded smoothly, and a feasibility study was conducted which identified a software package to enhance work management surveillance tracking.
Summary of Progress A self-assessment was performed during the first quarter of 1999 to compare the Passport system versus Windows Based PMMS Work Management System for sunteillance tracking. The scope of the assessment compared the capabilities of both work management systems against a set of surveillance tracking program requirements as identified in the INPO 97-002 document; Performance Objectives and Criteria for Operating Nuclear Electric Generating Stations.
The assessment included information obtained during benchmarking l
trips to other utilities and lessons learned during the last year of operation.
The assessment conclusion and recommendation was to develop and implement the Windows Based PMMS Work Management System for surveillance tracking.
l The RFO6 outage preparations continued in the first quarter of 1999.
By the end of the first quarter the outage team was fully staffed, outage scope was identified and frozen, the outage schedule backbone was i
q developed, the critical path schedule was being finalized, the "One N]
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Stop Shop" for controlling the outage was operational, and outage work yi orders were being reviewed and walked down.
On-Line Work Activity KPI has shown a positive trend during the first quarter of 1999. The percentage of work activity starts was 93% as compared to the goal of 905 Performance for activity completion was 89% as compared to the 90% goal.
On-Line Surveillance performance shows a positive trend in the first quarter as well with surve!llances performed prior to the grace period at 96% compared to the goal of 95%.
The percentage of On-Line Surveillances performed as scheduled was 94% compared to the goal of 90%
On-Line Backlog continues to show a positive work off curve during the i
first quarter of 1999. The PRA Risk Backlog declined from 146 at the start of the first quarter to 135 at the close, meeting the goal of <200.
The Total Backlog started the quarter at 420 and finished the first quarter at 329, meeting the goal of <400.
A Procedure Quality and Adherence Status of issue The Procedure Quality and Adherence key issue is satisfactory. The Nuclear Oversight Monthly Report dated March 25, 1999, had Procedure Quality / Adherence rated as satisfactory.
Summary of Progress The Cross-Functional Team responsible for the development and roll-out of the Master Manual Program and Master Manual 05 performed a self-assessment of the rollout process. The following lessons learned will be applied to the rollout of future process improvements:
To be effective, Senior Management must communicate expectations and be involved in the implementation of process improvements.
Effective communication of process improvements requires thorough Station exposure.
The transition of processes must be coordinated and communicated.
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Stop Shop" for controlling the outage was operational, and outage work j
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orders were being reviewed and walked down.
On-Line Work Activity KPI has shown a positive trend during the first
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quarter of 1999. The percentage of work activity starts was 93% as compared to the goal of 90%. Performance for activity completion was 89% as compared to the 90% goal.
i On-Line Surveillance performance shows a positive trend in the first
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quarter as well with surveillances performed prior to the grace period at j
96% compared to the goal of 95%.
The percentage of On-Line i
Surveillances performed as scheduled was 94% compared to the goal of 90%.
On-Line Backlog continues to show a positive work off curve during the first quarter of 1999. The PRA Risk Backlog declined from 146 at the start of the first quarter to 135 at the close, meeting the goal of <200.
The Total Backlog started the quarter at 420 and finished the first quarter at 329, meeting the goal of <400.
Od Procedure Quality and Adherence Status of lasue
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The Procedure Quality and Adherence key issue is satisfactory. The Nuclear Oversight Monthly Report dated March 25, 1999, had Procedure Quality / Adherence rated as satisfactory.
Summary of Progress The Cross-Functional Team responsible for the development and roll-out of the Master Manual Program and Master Manual 05 performed a self-assessment of the rollout process. The following lessons learned will be applied to the rollout of future process improvements:
To be effective, Senior Management must communicate expectations and be involved in the implementation of process i
improvements.
Effective communication of process improvements requires thorough Station exposure.
. The transition of processes must be coordinated and communicated.
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Millstone Station / Unit 3 First Quarter 1999 Performance Report
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All personnel whose duties place them in the position of process r3 V
spokespersons require additional familiarity with the new process, f
whether they were on the Cross-Functional Team or not.
The new process-implementing documents must be conveniently available "For Training Use Only" well in advance of the effective date.
I KPI data indicates that procedure quality exceeds the goal, however, procedure compliance needs improvement and corrective action plans are being developed by Unit 3 Management team.
l Emergency Planning Status of issue Performance measures and self-assessments indicate that Millstone Station has an effective Station Emergency Response Organization (SERO).
Emergency Planning is maintaining and improving performance of the associated programs. The SERO continues to demonstrate effective emergency response.
Emergency Planning programs are continuously being upgraded based on feedback from events such as drills, self-assessments, and surveillances. Procedures continue to be reviewed and upgraded. Drills continue to sharpen response skills and identify areas for continuous improvement.
Emergency Planning performance is at a satisfactory level to support i
the safe operation of Unit 3.
Summary of Progress Although the current approved schedule provided for an opportunity to perform a drill with the Station Emergency Response Organization in March, the operational status of Unit 3 was challenged due to inclement weather. Drillinitiation approval was not provided by the Unit 3 Shift Manager due to the additional manpower needed to support the Unit during the storm.
Key individuals in a response drill, i.e.,
operators, maintenance, engineers and others, were not available as they were needed to support the Unit 3 operation.
A lessons learned self-assessment was completed in the first
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quarter. This assessment covered departmental activities in 1998. The V
session provided members of the department an opportunity to critique Millstone Station / Unit 3 First Quarter 1999 Performance Report
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departmental performance as: good, needs improvement and "out of U
the box" thinking / actions. This assessment also gave rise to an effort by the management team to evaluate and prioritize the activities facing the department. This prioritization activity has been very instrumental in determining the availability of individuals in the Emergency Planning Department to support Unit 2 restart efforts and preparation for Unit 3 RFO6 activities. Both of these Station activities have been supported with up to 25% of the Department staff participating.
Benchmarking activities were conducted in support of the annual 10CFR50.54(t) Audit of the emergency planning activity at Point Beach Nuclear Power Station in Wisconsin.
This benchmarking activity included offsite interaction, emergency plan format and on-shift staffing as required by NUREG 0654, Table B-1.
Radiological Protection 4
Status of issue satisfactory.
Radiation Protection program ownership has been achieved by the use of the Corrective Action Program by line organization personnel in identifying areas of program weakness and revising procedures accordingly There continues to be an increased willingness on the part of individual workers and their peers to self-report infractions.
Summary of Progress Assessment NS-99-74 " Effectiveness of Site Health Physics Support Organization Corrective Actions." This assessment is an annual effectiveness review performed per OA11, step 1.3.5.
The assessment reviewed 1998 site Health Physics Condition Reports (CRs) and concentrated on the major categories of Contamination Controls and Source Management.
The assessment found that strengths existed in ownership and that the procedure revision process associated with these CRs was timely. The CRs and the associated corrective actions initiated are effective in addressing issues raised.
Two other assessments were conducted. The results have not yet been reported.
Millstone Station / Unit 3 First Quarter 1999 Performance Report
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KPl data _ shows an overall improvement trend continuing in the y
absolute number of RCA entry errors. The error rate dropped over the last 12 cumulative months from 15 to 5. The error rate dropped in the first quarter (1 error per 72,000 vs. a goal of 1 error per 25,000) even as the number of RCA entries decreased.
Cumulative radiation exposure was well below goal,4.013 rem,14% below the YTD goal of 4.682 rem.
Millstone Station's expectation that line workers will self-report dosimetry infractions by use of the CR system continues to be satisfactory during the first quarter of 1999. Two self-identified events were identified during this quarter. There were no events identified by groups other than line worker personnel. Overall,1 event out of 4 during the last 12 months was identified by other than line personnel.
Security-Status ofissue Satisfactory.
Security systems are operational and functioning effectively. Personnel attention to security issues continues to improve.
Summary of Progress Access Authorization / Fitness For Duty.
This self-assessment reflects that the Access Authorization and Fitness-For-DutyPrograms are in compliance with established procedural requirements.
Performance in these areas is being maintained. Assessors noted that Millstone FFD testing cutoff limits for certain drugs are more stringent than what is required by regulation. Training requirements for Station personnel in the above programs are included in Plant Access Training and are satisfactory. Adequate methods are in place for Security to be notified of a termination of unescorted access by both contractor and licensee personnel.
A review of KPl data shows that performance has improved for vehicle control and security badge control.
In the area of safeguards information control, two events occurred in 1999 - neither of which
' indicates a programmatic weakness. Both events were the result of human. error.
Human Performance representatives have been consulted and benchmarking with other utilities has been performed.
1 Results of those efforts are being reviewed for applicability.
'O Additionally, resensitization to the importance of safeguards information Millstone Station / Unit 3 First Quarter 1999 Performance Report
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p control is published on a scheduled basis to those people controlling Q
access to safeguards information repositories. In the area of visitor control, five events have occurred where visitors were left unescorted inside the Protected Area.
All five events were the result of human error - and all were caused by the escort exiting the Protected Area prior to the visitor. Reminder signs have been posted at each exiting turnstile, and a reminder device is being affixed to all escorts' keycards.
The reminder device must be physically removed from the keycard prior to exiting the Protected Area. The intent is to cause the escort to stop and reflect prior to using their keycard.
Environmental Compliance Status of issue Assessments indicate that environmental issues are communicated effectively at the Station. However, improvement is needed in spill l
control and permit exceedences.
AQ Summary of Progress NS-99-32, " Environmental Internal Communications."
This assessment determined that environmental communications with employees has improved significantly during the last two years. The mechanisms and processes for such communication exists and are functioning effectively.
The self-assessment identified an opportunity for improvement. The recommendation stemming from the self-assessment was to provide employees with an Environmental Handbook which would serve as a ready reference on environmental issues. The assessment also shows that the communication system meets the requirements for the ISO 14001 standard.
KPI data reveals that environmental performance has not achieved the goals set for the station. The number of prompt reports (8) and permit exceedences (4) in the first quarter are both greater than the established targets. A number of compensatory actions has been taken to improve in this area including the formation of an Environmental Rapid Response Team to review planned operational actions for their environmental impact and site-wide environmental i
awareness training for all personnel at Millstone.
Increased k
management attention in this area should yield improved performance.
Millstone Station / Unit 3 First Quarter 1999 Performance Report
16 f3 Summary of Self-Assessments.
-l Key issue -
Assessment Title Date Completed Leadership Millstone Station Leadership 4th Quarter Assessment 1998 Safety Conscious ERB Assessment / Managed 1st Quarter Work Environment Tasks Staff Reduction 1999 Culture Survey Assessment 1st Quarter 1999 SCWE Workplace Survey 1st Quarter 1999 Self-Assessment NOVP-Assessment 1st Quarter Observations of Unit 3 Self-1999 Assessment Performance b
Follow-up Review to 3 CAD-SA.
1st Quarter 98-01 " Station Self-Assessment" 1999 Industry Benchmarking Trip March 23-24, Report, "Self-Assessment 1999 Workshop" @ Harrisburg, PA -
March 23-24,1999 Correctivo Action 3 CAD-SA-98-05, " Station Level 1st Quarter 1 Root Cause Effectiveness" 1999 Nuclear Oversight Audit MO February 8-19, A066," Corrective Action 1999 Program" NOVP - Assessment 1st Quader Observations of Unit 3 1999 Corrective Action Performance Oversight Quality Control:
1st Quarter Support of Station Activities 1999 Configuration CM-SA-99-001, " Millstone Unit 3 1st Quarter Management Design Change Product 1999 Review" CM-SA-99-006, " Millstone Unit 3 1st Quarter f
Change Product Review" 1999
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Millstone Station / Unit 3 First Quarter 1999 Performance Report
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A Key lasue Assessment Title-
- Date,
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Completed CM-SA-99-002, " Condition 1st Quarter 4
Report Engineering 1999 Dispositions" Regulatory Affairs Assessment to Support 1st Quarter Condition Report Investigation, 1999 CR M3-99-0542, " Changes to the Millstone Organizational structure are not being implemented in a Manner to I
Preserve the Licensing Bases."
Training NTD-99 Comprehensive 1st Quarter Self-Evaluation of Technical 1999 Training Programs NTD-99 Conduct of On-the-1st Quarter Job Training / Evaluation 1999 NTD-99 OJT Trainer 1st Quarter Evaluator Qualification 1999 NTD-99 Training Alignment 1st Quarter Verification for Shift Manager 1999 and Engineering Support Systems Course Materials Nuclear Oversight Verification 1st Quarter Plan Periodic Report for 1999 Training INPO Follow-up - Operations 1st Quarter Training Programs on Probation 1999 NRC Confirmatory Action Letter 1st Quarter (CAL) and Corrective Action 1999 Plan (CAP) Inspection Operational Configuration Control 1st Quarter Performance 1999 Routine NRC Inspection 1st Quarter 1999 Procedure Quality and SAPG-SA-99-01, Roll-out of the 1st Quarter Adherence Master Manual (MM) Program 1999 and MM05 to Millstone Station Emergency Planning 1998 EP Department 1st Quarter Effectiveness Review 1999 q
EP Departmental Activity 1st Quarter g
Assessment Review 1999 Millstone Station / Unit 3 First Quarter 1999 Performance Report
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Keyissue Assessment Title -
Date Completed Radiological NS-99-74, Effectiveness of Site 1st Quarter Protection Health Physics Support 1999
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Organization Corrective Actions j
NS-99-16, Program Review ist Quarter j
1999 NS-99-36, Effectiveness of 1st Quarter Waste Services Corrective 1999 Actions Program Security Access Authorization / Fitness 1st Quarter For Duty 1999 Environmental NS 99-32, " Environmental 1st Quarter Compliance Internal Communications" 1999 l
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Millstone Station / Unit 3 Fimt Quarter 1999 Performance Report
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Millstone Station / Unit 3 First Quarter 1999 Performance Report
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BACKLOG MANAGEMENT UPDATE First Quarter 1999 The purpose of this Backlog Management Update is to provide the progress achieved in the disposition of work items that have been included in the backlog of deferred work in several work management categories. These work management categories include Configuration Management Discovery, Engineering Backlog, Total Corrective Action Assignments, ICAVP DR Corrective Action Assignments, Corrective Maintenance AWOs, Open Operability Determinations, Operator Work Arounds, Control Room and Annunciator Deficiencies, Temporary Modifications, and NCRs.
This Backlog Management Update reflects the status of the deferred recovery backlog, the accumulation of post recovery new backlog, and adjustments to performance targets and the Backlog Management methodology functional requirements.
Background
" Backlog Management Plan, Millstone 3 - Post Mode 2 Restart (Deferrable items),"
Rev. 0 was approved by the Unit 3 Plant Operations Review Committee on June 24, 1998. A subsequent revision was approved on 9/3/98 with additional clarifying details.
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The plan provides a structured approach to successfully manage and disposition the V
deferred backlog population while maintaining a management focus on safe, event free operation of Unit 3.
The existing functional requirement for dispositioning the Backlog of Deferred Work was described in the " Backlog Management Performance Update - Second Quarter," issued on June 30,1998. That functional requirement reads as follows: " Backlog of Deferred Work will be dispositioned prior to entry into Mode 2 following RFO6 plus 6 months except for DR corrective actions and corrective actions related to previous UIRs and OIRs." This functional requirement is being revised based on the Engineering resource loaded scheduled. The new functional requirement is as follows: " Backlog of Unit 3 Deferred Work will be dispositioned prior to June 30, 2002."
This adjustment is appropriate in that it allows a continued focus on safe, event-free operation of both Units 2 or 3 rather than focus on those backlog items which are not safety significant.
The management team will continue to closely monitor the progress as overall station backlogs continue to trend towards industry standards.
l No additional changes to the existing functional requirements have been made.
The previous commitment in place for DR corrective actions to be dispositioned prior to entry into Mode 2 following RFO6 was revised to reflect completion by March 30,2000, via " Backlog Management Plan Commitment Change" letter B17690, dated March 30, O
1999.
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Millstone Station / Unit 3 First Quarter 1999 Performance Report
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Line Self-Assessment Routine review of Key Performance Indicators by Unit Management assesses performance against goals. Appropriate action plans are established if performance is not meeting management expectations.
1 A Unit 3 formal self-assessment of the effectiveness of the Deferred Backlog Management Plan implementation originally scheduled to be performed in the first quarter of 1999, has been rescheduled to early in the third quarter,1999. (3 CAD-SA-09-01 " Deferred Backlog Reduction Effectiveness")
Nuclear Oversight Assessment i
Nuclear Oversight will periodically assess the deferred backlog work-off process and overall post-restart plant performance in these areas.
Performance Table 1 represents the Deferred items Baseline and the Deferred Items Quarterly Status as of March 31,1999. Table 2 represents the Performance Status and Targets O
by Work Management Category. Also attached are the Key Performance Indicators for j
backlog management.
4 Most backlog management goals are being met.
Overall reduction of the frozen recovery backlog is almost 52% for the three' quarters following Mode 2 entry. The exceptions include Operator Workarounds and Temporary Modifications. These areas are recognized by the Unit Management Team as key to ensuring an operational focus and action is being taken to improve performance, specifically planned modifications scheduled for the upcoming refueling outage.
Backlog Management performance is evaluated two ways - reduction of recovery deferred backlog that existed as of June 29,_1998, as Unit 3 entered into Mode 2, as well as additional post restart backlog that has accumulated. Both perspectives are presented in the attached Key Performance Indicators for each work management category, where appropriate.
V Millstone Station / Unit 3 First Quarter 1999 Performance Report i
Table 1 Deferred items Baseline and Quarterly Status Work Management Category Bins As of: 6/29198 As of: 03/31/99 Corrective Action Assignments (non DR) 3915 1701 Corrective Maintenance Work Orders 583 230 Configuration Management Discovery 864 379 Non-Conformance Reports 57 28 15 15 Operator Work Arounds Control Room Deficiencies 5
0 i
15 11 Temporary Modifications OV Engineering Backlog 777*
535 DR Corrective Action Assignments 838 408 28 19 Operability Determinations includes 7 USQs includes 5 USQs 6907 3326 Total Deferrable Items The number shown (777) includes the additional 190 items as a result of incorrect initial counting, as dispositioned in the 1998 fourth quarter report.
First Quarter 1999 Performance Report Millstone Station / Unit 3
[J D
Table 2:
First Quarter Post Restart Performance Status and Targets by Work Management Category Work Deferred Category Status RFO6 RESTART Management Recovery (including Near Term Targets)
TARGETS Category Backlog Status (as of 3/31/99) 1701 outstanding assignments (total Continued reduction Corrective Action 2214 /3915 e
Assignments (56.6%)
new work and recovery backlog) - total in total open CR completed open was expected to remain steady 1" AITTS quarter following restart with subsequent quarters experiencing a gradual reduction in total open.
Near term targets have been met.
Corrective 353/ 583 230 outstanding remaining recovery backlog 5 500 Power Block Maintenance (60.5%)
of which 101 are scheduled for a future 5 350 On PRA Work Orders completed outage. Total recovery backlog plus new Risk Significant (AWOs)-
non-outage backlog is 440 AWO's. Total Systems was expected to hold steady in the second quarter following restart and be reduced in subsequent quarters. Actual progress has
,Q improved upon the near term target with a reduction in the total. 140 AWO's in the
'y) total backlog remain for PRA risk significant systems.
Temporary 4/15 completed 22 total temporary modifications existing.
< 10 by 12/99 with Modifications Target for the end of 1998 510 Temp.
none > 6 months old l
Mods. that can be removed at power and <
without Station 15 Temp. Mods. by 12/98 was not met.
Director approval Operator Work 0/15 23 total existing, revised goal to be at 10 by
< 10 with none > 1 Arounds (OWAs) completed February,1999, was not met. Previously, year in age without one OWA had been dispositioned as not Station Director meeting the enteria for an OWA, but was approval. (revised to i
subsequently reinstated.
include Station l
Director approval for exceptions) l Control Room 6/5 completed 9 total existing. Target was < 10 by 12/98, 5 5 CRDs at j
l Deficiencies and was met.
Restart.
. No CRDs open > 1 cycle without j
Station Director approval (at Restart after each planned refueling O
outage).
[j
\\
Millstone Station / Unit 3 First Quarter 1999 Performance Report
i 1
[O Table 2:
First Quarter Post Restart Performance Status and Targets by Work Management Category Work Deferred Category Status RFO6 RESTART Management Recovery (including Near Term Targets)
TARGETS Category Backlog Status (as of 3/31/99)
Non-Conformance 29/57 Target is no overdue NCR corrective
. Switch to Use of Reports (NCRs)
(50.9%)
actions. Performance was satisfactory upon CRs in place of completed close of quarter.
NCRs.
. Use CR goals thereafter.
Configuration 485 / B64 Near term target of a 25% reduction in the Continued reduction Management (56.1%)
number of corrective actions related to in total open Discovery completed previous UIRs and OIRs by the end of 1998 assignments.
j (corrective actions has been met.
related to previous UIRs and OIRs)
I N
Engineering 242/777*
Near term target for restart mode 2 plus 45 days prior to
/
Backlog (31.1%)
90 days:
RFO6 (revision to 3 Organizational Requirements months prior) completed (includes: EWA, Determined Engineering EWR, MMOD, Reflects 190
. Resource Loaded Plan Finalized Packages issued for Issue List of RFO6 and Cycle 6 Mods all RFO6 DCR,PDCE, additional PDCR, PMR) items from Modifications 06/30/98 Status:
The RFO6 and Cycle 6 mods list has RFO6 Restart (Note DCNs and count as a RIES are not result of been issued.
Complete RFO6 A resource loaded schedule for RFO6 /
Modifications included as they incorrect are daughter initial cycle 6 modifications was issued in products of the counting.
December and is being maintained by 6 months prior to above Engineering.
RFO7 Issuance of Engineering packages did Engineering categories.)
a not meet the 45 days prior to the outage Packages issued for
{
target, but were issued prior to the start all RFO7 i
of the outage.
Modifications (75 MSEEs are included in recovery backlog but will not be included in new work numbers due to their non LB/DB nature and, in many cases, short life span.)
ICAVP DR 496 /904 Near term target of 25% reduction in open AlllCAVP DR ARs Corrective (54.9%)
DR assignments by 12/98 has been met.
dispositioned by Actions completed Some new assignments have been created March 30,2000.
to manage closure of original issues.
[v; l
Millstone Station / Unit 3 First Quarter 1999 Performance Report
A Table 2:
Q First Quarter Post Restart Performance Status and Targets by Work Management Category i
Work Deferred Category Status RFO6 RESTART Management Recovery (including Near Term Targets)
TARGETS Category Backlog Status (as of 3/31/99)
ODs assessed Operability 10/28 closed Near term target of a gradual reduction in i
Determinations the total number of open ODs has not been for age with none met. Currently there are 31 open greater than two Operability Determinations. Efforts are in years No open ODs progress to attain this target.
without a safety evaluation or corrective action plan approved by PORC prior to Restart 1
O O
Millstone Station / Unit 3 First Quarter 1999 Performance Report
O MillSTONESTATION/ UNIT 3 FirstQuarterPerformance Report l
O ICAWHVK4DRSMUS l
O Millstone Station / Unit 3 First Quader 1999 Performance Report
O ICAVP LEVEL 4 DR STATUS First Quarter 1999 The purpose of this section is to report on the progress towards completion and status of the Independent Corrective Action Verification Program (ICAVP) Level 4 Discrepancy Reports (DRs).
Background
Northeast Nuclear Energy Company (NNECO) has committed to provide this update to the NRC on the completion and status of corrective actions to the ICAVP Level 4 Discrepancy Reports. The update has been described in a letter dated April 20,1998, from the NRC where NNECO's proposed process regarding disposition of Confirmed Level 4 DRs was found consistent with the NRC's expectations. In previously docketed correspondence, NNECO committed to having the final corrective actions to address the discrepancies in the deferred Level 4 DRs dispositioned prior to the completion of the next refueling outage for Millstone Unit 3 (RFO6). Subsequently, NNECO's letter dated March 30,1999, modified this commitment to be completed by March 31,2000.
V The action plan for ICAVP Level 4 DRs that were deferred and not completed prior to restart, are being controlled by the Millstone Station Corrective Action Program. These deferred tasks are tracked in the Action item Tracking and Trending System (AITTS),
and performance is trended using the Backlog Management Performance Indicators.
The process for closing these deferred items is consistent with the closure of other corrective actions taken at Millstone Station.
The ICAVP resulted in Unit 3 receiving a total number of 599 confirmed Level 4 DRs.
Significance Level 4 DRs involve discrepancies that identify that a system meets its licensing and design bases, however, there exists minor errors such as minor arithmetic errors that do not significantly affect the results of a calculation or inconsistencies between documents of an editorial nature.
Methodology in the letter from the NRC, dated April 20,1998, the expectation was established that NNECO would format the quarterly reporting on the status of the Level 4 DRs to provide the schedule for implementing corrective actions to address each DR, a list of the DRs for which all corrective actions that have been completed since the last submittal, and references to specific closeout documentation and the dates associated with document changes that were made.
As a practical matter, based upon AITTS and Millstone Station / Unit 3 First Quarter 1999 Performance Report
Backlog Management capabilities, the actual contents of this' status report are provided O
in the following format:
1)
Figure 1, Current Work Off of ICAVP Level 4 DRs:
The figure shows the number of open working assignments in AITTS by quarter.
2)
Table 1, Discrepancy Report Corrective Action Dispositions:
The table lists the closed ICAVP Level 4 DRs and the cross-reference to the Corrective Action Department Condition Report (CR) number. It also lists the AR and assignment number completed.
Some DRs did not reference a CR or assignments. In these cases the corrective action was in place prior to the DR disposition and ' subsequently no assignments were needed.
Detailed closure information, such as reference to the documents changed by dispositions to the CRs, will be available at the site and retrievable through the Station
. Corrective Action program condition report files.
Fourth Quarter Status Update The backlog of corrective actions on ICAVP Level 4 DRs were established with the unit's entry into mode 2, on June 29, 1998. The completion of corrective action assignments associated with the Level 4 DRs will continue until all assignments are completed. The schedule for the disposition of remaining ICAVP DR corrective actions is discussed in the Backlog Management Update section.
Table 1 - Current Work Off for t.svel 4 DR Recovery."z';.n.nte 1000-g goo 800-M' STl c
{ 600 -
G G
1!i 400-j 300-E 200-
~ '
E ' 100 -
--H 0
Endd End d Endd Endd
'2nd 3rd 4th 1st quarter quarter quarter quarter O
1998 1998 1998 1999 First QuwMr 1999 Performance Report Millstone Station / Unit 3 i
o
(
)
Table 1 Discrepancy Report Corrective Action Dispositions i
05-May 99 DR Significance Level: 004 1 M3-DRT-00050 DR Status:
C M3-DRT 00050 ICAVP DISCREPANCY REPORT LINER PLATE CALC DISCREPANCY CR#
M3-97-3282 C C DISCREPANCY WITH LINER PLATE CALC. {lCAVP DR-MP3-0050)
Assignment:
97024191 01 COMPLETE M3-97-3282: tead Evaluation Assignment:
97024191 02 COMPLETE M3-97-3282: Related Corrective Action Assignment Assignment:
97024191 03 COMPLETE M3-97 3282: Closure Review 2 M3-DRT 00063 DR Status:
C M3-DRT 00063 ICAVP DISCREPANCY REPORT CONDUIT SUPPORT DWG DOES NOT SilOW ALLCONDUITS A1T CR#: M3 97 2983 C C CONDUlT SUPPORT ES-135 HAS 3 SAFETY RELATED AND I NON-SAFETY CONDUITS A1TACHED (ICAVP DR-MP3-0063)
Assignment:
97022252 01 COMPLETE CR M3-97-2983; Lead Evaluation for CR Assignment:
97022252 02 COMPLETE CR M3-97-2983; RELATED CORRECTIVE ACTION Assignment:
97022252 03 COMPLETE CR M3-97-2983; Closure Review 3 M3-DRT-00064 DR Status:
C M3-DRT-00064 ICAVP DISCREPANCY REPORT DUCT CONDUIT NUMBERING DISCREPANCIES CR #: M3-97 2925 C C BONDING CONDUCTOR BETWEEN TRAYS NOT INSTALLED & DUCT CONDUIT NUMBERING (ICAVP DR-MP3 0066 & 0064)
(A)
Assignment:
97021976 01 COMPLETE CR M3-97-2925; Lead Evaluatica for CR V
Assignment:
97071976 02 COMPLETE M3-97 2925 Related Corrective Action Assignment Assignment:
97021976 03 COMPLETE M3-97-2925: Related Corrective Action Assignment Assignment:
97021976 04 COMPLETE M3-97-2925: Related Corrective Action Assignment Assignment:
97021976 05 COMPLETE CR M3-97-2925; Closure Review 4 M3-DRT 00065 DR Status:
C M3-DRT-00065 ICAVP DISCREPANCY REPORT TRAY SUPPORT LOCATION DWG DIFFERENT TilAN FIELD CR #: M3-97-3196 C C 2 SUPPORTS SilOWN ON RSS EE DRAWING VICE 1
Assignment:
97023401 01 COMPLETE M3-97-31961 cad evaluation for CR Assignment:
97023401 02 COMPLETE M3-97-3196:RELATED CORRECTIVE ACTION Asugnment:
97023401 03 COMPLETE M3-97-3196: Closure Review
~
5 M3-DRT-00066 DR Status:
C M3-DRT 00066 ICAVP DESCREPANCY REPORT MISSING GROUNDING CONDUCTOR BETWEEN TRAYS CR #: M3-97-2925 C C BONDING CONDUCTOR BETWEEN TRAYS NOT INSTALLED & DUCT CONDUlT NUMBERING (ICAVP DR-MP3 0066 & 0064)
Assignment:
97021976 01 COMPLETE CR M3-97-2925, Lead Evaluation for CR Assignment:
97021976 02 COMPLETE M3-97-2925: Related Corrective Action Assignment Assignment:
97021976 01 COMPLETE M3-97-2925: Related Corrective Action Assignment Assignment:
97021976 04 COMPLETE M3-97 2925: Related Corrective Action Assignment Assignment:
97021976 05 COMPLETE CR M3-97-2925; Closure Review 6 M3-DRT-00080 DR Status:
C M3-DRT-00080 ICAVP DISCREPANCY REPORT INCORRECT LOADS USED IN CALC CR #: M3-97-2945 C C INCORRECT LOADS USED IN CALC.12179-NS(B)-X7905 & -120 FOR p
PENETRATION 110 (RSS PENETRATION)
D)
(
Assignment:
97022022 01 COMPLETE CR M3-97-2945, Lead Evaluation for CR Assignment:
97022022 02 COMPLETE CR M3-97-2945; Reportability Determination
1 i
1
(
Table 1 m
Discrepancy Report Corrective Action Dispositions 2
OS-May-99 Anignment:
97022022- 03 COMPLETE CR M3 97 2945; RELATED CORRECTIVE ACTION Assignment:
97022022 04 COMPLETE CR M3 97-2945; Closure Review l
7 M3-DRT 00095 DR Status:
C M3-DRT-00095 ICAVP DISCREPANCY REPORT.
RSS STRUCTURAL STEEL CALCULATION DISCREPANCY CR #: M3-97-3067 C C CALCULATION 12179-SEO-BZ-79B 4 HAS MATHEMATICAL ERRORS (ICAVP DR-MP3-0095 Assignment:
97022814 01 COMPLETE M3-97-3%7: Lead evaluation for CR Amignment:
97022814 02 COMPLETE M3-97 3067.RELATED CORRECTIVE ACrlON Anignment:
97022814 03 COMPLETE M3 97-3067: Closure Review 8 M3-DRT-00107 DR Status:
C M3-DRT-00107 ICAVP DISCREPANCY REPORT LOGIC DIAGRAM DISCREPANCIES FOR 3RSS*MOV38A&B CR #: M3-97-3245 C C SCHEMATIC DIAORAMS ESK-6AFL AND -6AFM HAVE ERRORS IICAVP DR-MP3-0107[
Assignment:
97023947 01 COMPLETE M3-97 3245: LEAD EVALUATION FOR CR l
Assignment:
97023947 02 COMPLETE M3-97-3245: Related Corrective Action Assignment Assignment:
97023947 03 COMPLETE M3-97 3245 Closure Review 9 M3-DRT 00136 DR Status:
C M3-DRT-00136 ICAVP DISCREPANCY REPORT FEEDWATER CALCULATION DISCREPANCY
/'
CRW: M3 97-2832 C C VALVE POSITION FOR ECCS FLOW PATH
(
VERIFICATION
\\
Assignment:
97015375 03 COMPLETE M3-97-1936: Related Conective Action Assignment Assignment:
97021534 01 COMPLETE M3-97-2832: Lead evaluation for CR Assignment:
97021534 02 COMPLETE M3-97-2832: RELATED CORRECTIVE ACTION Assignment:
97021690 01 COMPLETE CR M3 97-2886; Lead Evaluation for CR Assignment:
97021690 02 COMPLETE M3-97-2886: Related Conective Action Assignment Assignment:
97021690 03 COMPLETE M3-97 2886: Related Conective Action Assignment Auignment:
97023327 01 COMPLETE CR M3-97-3186; Lead Evaluation for CR Assignmentt 97023327 02 COMPLETE CR M3-97 3186; Reportability Determination Assignment:
97023327 03 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 04 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 05 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023574 01 COMPLETE CR M3-97-3218; Lead Evaluation for CR Assignment:
97023574 02 COMPLETE CR M3-97 3218; Reportability Determination Anignment:
97023574 03 COMPLETE CR M3-97-3218; Related Conective Action Assignment:
97023574 04 COMPLETE CR M3-97-3218; Related Corrective Action Assignment:
97023574 05 COMPLETE CRM3-97 3218;RelatedCorrective Action Assignment:
97023574 06 CANCELED CR M3-97-3218; Related Corrective Action Apignment:
97023574 07 COMPLETE CR M3,97-3218; Related Corrective Action Assignment:
97023574 08 COMPLETE CR M3-97-3218; Closure review Assignment:
97024519 01 COMPLETE CR M3-97-3350; Lead Evaluation for CR Auignment:
97024519 02 COMPLETE M3-97 3350: Related Corrective Action Assignment Assignment:
97024519 03 COMPLETE M3-97 3350: Related Corrective Action Assignment Assignment:
97024519 04 COMPLETE M3-97 3350: Related Corrective Action Assignment Assignment:
97024519 05 COMPLETE M3-97 3350: Related Corrective Action Assignment fg Assignment:
97024519 06 COMPLETE M3-97 3350: Related Corrective Action Assignment
)
Assignment:
97024519 07 COMPLETE M3-97 3350: Related Corrective Action Assignment Assignment:
97024519 08 COMPLETE M3-97 3350: Related Corrective Action Assignment l
I r
(
Table 1
\\
l Discrepancy Report Corrective Action Dispositions 05-May 99 3
Assignment:
97024519 09 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97025618 01 COMPLETE CR M3-97-3607; Lead Evaluation for CR CR #: M3-97-2886 C C ECCS NOT VENTED PERTECH SPEC (ICAVP)
Assignment:
97015375 03 COMPLETE M3-971936: Related Corrective Action Assignment Assignment:
97021534 01 COMPLETE M3-97-2832: Lead evaluation for CR Anigament:
97021534 02 COMPLETE M3-97-2832: RELATED CORRECTIVE AC110N Asaignment:
97021690 01 COMPLETE CR M3 97-2886; Lead Evaluation for CR Assignment:
97021690 02 COMPLETE M3-97-2886: Related Conective Action Assignment Assignment:
97021690 03 COMPLETE M3-97-2886: Related Corrective Action Assignment Assignment:
97023327 01 COMPLETE CR M3-97 3186;I2ad Evaluation for CR Assignment:
97023327 02 COMPLETE CR M3 97-3186; Reportability Determination Anignment:
97023327 03 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 04 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 05 COMPLETE CR M3-97 3186; RELATED CORRECTIVE ACTION Assignment:
97023574 01 COMPLETE CR M3-97-3218; had Evaluation for CR Assignment:
97023574 02 COMPLETE CR M3-97-3218; Reportability Determination Assignment:
97023574 03 COMPLETE CR M3-97-3218; Related Corrective Action Assignment:
97023574 04 COMPLETE CR M3-97-3218; Related Corrective Action Anignment:
97023574 05 COMPLETE CR M3-97-3218; Related Corrective Action p
Assignment:
97023574 06 CANCELED CR M3-97 32!8; Related Corrective Action
(
Assignment:
97023574 07 COMPLETE CR M3-97-3218; Related Corrective Action Assignment:
97023574 08 COMPLETE CR M3 97 3218; Closure review Assignment:
97024519 01 COMPLETE CR M3-97 3350; had Evaluation for CR Assignment:
97024519 02 COMPLETE M3-97-3350: Related Conective Action Assignment Assignment:
97024519 03 COMPLETE M3-97-3350: Reinted Conective Action Assignment Assignment:
97024519 04 COMPLETE M3-97-3350: RelatedCorrective Action Assignment Assignment:
97024519 05 COMPLETE M3 97-3350: Related Corrective Action Assignment Assignment:
97024519 06 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97024519 07 COMPLETE M3-97-3350; Related Corrective Action Assignment Anigament:
97024519 08 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97024519 09 COMPLETE M3-97-3350: Related Conective Action Assignment Anignment:
97025618 01 COMPLETE CR M3-97-3607; Lead Evaluation for CR CR #: M3-97-3186 C C MATH ERROR DISCOVERED ON CALC 12179-735P(T)
(ICAVP DR-MP3-0136)
Assignment:
97015375 03 COMPLETE M3-97-1936: Related Corrective Action Assignment Anignment:
97021534 01 COMPLETE M3 97-2832: Lead evaluation for CR Assignment:
97021534 02 COMPLETE M3-97-2832: RELATED CORRECTIVE ACTION Assignment:
97021690 01 COMPLETE CR M3-97-2886; Lead Evaluation for CR Assignment:
97021690 02 COMPLETE M3-97-2886: Related Corrective Action Assignment Anigament:
97021690 03 COMPLETE M3 97-2886: Related Conective Action Assignment Assignment:
97023327 01 COMPLETE CR M3-97-3186; Lead Evaluation for CR Assignment:
97023327 02 COMPLETE CR M3 97-3186; Reportability Determination Assignment:
97023327 03 COMPLETE CR M3-97 3186; RELATED CORRECTIVE ACTION Assignment:
97023327 04 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION 1
Anignment:
97023327 05 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION
[
Assignment:
97023574 01 COMPLETE CR M3 97-3218; Lead Evaluation for CR Anignment:
97023574 02 COMPLETE CR M3-97-3218; Reportability Determination Assignment:
97023574 03 COMPLETE CR M3 97-3218;Related Corrective Action
Table 1 Discrepancy Report Corrective Action Dispositions 05-May-99 4
Assigassent:
97023574 - 04 COMPLETE CR M3-97-3218; Reland Corrective Action Assignment:
97023574 05 COMPLETE CR M3 97 3218;Retssed Corrective Action Assignment:
97023574
- 06. ' CANCELED CR M3-97 3218; Relased Corrective Action Assignment:
97023574 f 07 - COMPLETE -
CR M347-3218;Reissed Comstive Action Assignment:
97023574 08 COMPLETE CR M3-97-3218; Closure review Assignment 97024519 01 COMPLETE CR M3 97-3350; lead Evolustion for CR Assignment: '97024519 02 COMPLETE M3-97-3350; Related Corrective Action Assignment
- Assignment: '97024519 03 COMPLETE M3-97-3350: Related Comctive Action Assignment
^ '. -- - t:
97024519 04 COMPLETE M3 97-3350; Reissed Conective Action Assignment Assignment:
97024519 05 COMP!ETE M3 97 3350: Reisted Conective Action.'.
Assignment:
97024519 06 COMPLETE M3 97-3350: Reissed Conectnre Action Assignment Assignement: '97024519 07 COMPLETE M3 97 3350: Reissed Conective Action.*.
Assignment 97024519 08 COMPLETE M3-97-3350; Related Correct ve Action Assignment Assigoment: 97024519
- 09. ' COMPLETE M3-97-3350: Reisted Conective Action.^.
Assigasseet:
97025618 01 COMPLETE CR M3 97-3607; Lead Evaluation for CR CR #: M3-97 3218 CC POSSIBLE CONTAMINATED LEAKAGE FROM ISOLA 110N VLVS TO RWST WHICHIS VENTEDTO ATMOSPHERE Assignment:
97015375 03 COMPLETE M3 97-1936: Reissed Comotive Action Assignment Assignment:
97021534 01 COMPLETE M3 97-2832:14sd evaluation for CR Assignment:
97021534 02 COMPLETE M3-97-2832: RELATED CORRECTIVE ACTION O
Assignment:
97021690 01 COMPLETE CR M3-97-2886; lead Evaluation for CR Assignament:
97021690 02 COMPLETE M3-97-2886: RelasedConective Action Assipment Assignment:
97021690 03 COMPLETE M3-97-2886: Reissed Corrective Action.*~.-- t Assignment:
97023327 01 COMPLETE CR M3 97-3186;14sd Evaluation for CR j
Assigenwet:
97023327 02 COMPLETE CR M3-97-3186; Reportsbility Doestmination Assignment:
97023327 03 COMPLETE CR M3-97-3186;RELATED CORRECTIVE ACTION Assignment:
97023327 04 COMPLEIE CR M3-97 3186;RELATEDCORRECTIVE ACTION Assignment:
97023327 05 COMPLETE CR M3-97-3186; RELATED CORRECTIVE ACTION Assignment:
97023574 01 COMPLETE CR M3-97 3218; Lead Evaluation for CR Assignment:
97023574 02 COMPLETE CR M3 97-3218; Reportsbility Doestmination i
Assignment:
97023574 03 COMPLETE CR M3-97-3218; Related Conective Action Assignment:
97023574 04 COMPLETE CR M3-97 3218; Reissed Conective Action Assignment:
97023574 05 COMPLETE CR M3-97-3218; Related Conective Action Assignment:
97023574 06 CANCELED CR M3-97-3218; Related Comctive Action Assignment:
97023574 07 COMPLETE CR M3-97-3218;Related Conective Action Assignment:
97023574 08 COMPLETE CR M3-97-3218; Closure review Assigensent:
97024519 01 COMPLETE CR M3-97-3350; Lead Evaluation for CR Assignment; 97024519 02 COMPLETE M3-97-3350: Relased Comctive Action Assignment Assignment:
97024519 03 COMPLETE
' M3-97-3350; Related Conective Action Assignment Assigassent:
97024519 04 COMPLETE M3 97-3350: Relased Corrective Action Assignment j
Assignesent:
97024519 05 COMPLETE M3-97-3350: Related Corrective Action Assignment i
Assigassent:
97024519 06 - COMPLETE M3-97-3350: Related Cometive Action Assignment Assignment: '97024519 07 COMPLETE M3-97 3350: Related Conective Action Assignment Assignment:
97024519 08 COMPLETE M3 97-3350: Related Cometive Action Assignment Assignment:
97024519 09 COMPLETE M3-97-3350: Reissed Corrective Action Assignment Assignment:
97025618 01 COMPLETE CR M3-97-3607;14sd Evaluation for CR CR#:' M3 97-3350 C C FURTHER INVESTIGATION REQUIRED OF DR AND CR C
ICAVP Assignment:
97015375 03 COMPLETE M3-97-1936: Reisted Corrective Action Assignment
l j
Table 1 Discrepancy Report Corrective Action Dispositions 03-May-99 5
I Assignment:
97021534 01 COMPLEE M3-97-2832: Lead evaluation for CR Assignment:
97021534 02 COMPLETE M3-97-2832: RELATED CORRECTIVE ACTION Assignment:
97021690 01 COMPLETE CR M3-97 2886; Lead Evaluation for CR l
Assignment:
97021690 02 COMPLETE M3-97-2886: Related Corrective Action Assignment Assignment:
97021690 03 COMPLETE M3-97-2886: Related Corrective Action Assignment Assignment:
97023327 01 COMPLETE CR M3-97 3186; bad Evaluation for CR Assignment:
97023327 02 COMPLETE CR M3 97 3186; Reportability Determination Assignment:
97023327 03 COMPLETE CR M3 97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 04 COMPLETE CR M3 97-3186; RELATED CORRECTIVE ACTION Assignment:
97023327 05 COMPLETE CR M3-97 3186; RELATED CORRECTIVE ACDON Assignment:
97023574 01 COMPLETE CR M3-97-3218; und Evaluation for CR Assignment:
97023574 02 COMPLETE CR M3-97-3218; Reportability Determination j
Assignment:
97023574 03 COMPLETE CR M3-97-3218; Related Corrective Action Assignment:
97023574 04 COMPLETE CR M3-97-3218; Related Corrective Action Assignment:
97023574 05 COMPLETE CR M3-97 3218; Related Corrective Action Assignment:
97023574 06 CANCELED CRM3-97-3218;RelatedCorrective Action Assignment:
97023574 07 COMPLETE CR M3-97-3218; Related Corrective Action Assignsnent:
97023574 08 COMPLETE CR M3 97-3218; Closure review Assignment:
97024519 01 COMPLETE CR M3-97-3350; Lead Evaluation for CR Assignment:
97024519 02 COMPLETE M3-97-3350: Related Corrective Action Assignment f
Assignment:
97024519 03 COMPLETE M3-97-3350; Related Corrective Action Assignment
(
Assignment:
97024519 04 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97024519 05 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97024519 06 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97024519 07 COMPLETE M3-97-3350; Related Corrective Action Assignment Assignment:
97024519 08 COMPLETE M347-3350 Related Corrective Action Assignment Assignment:
97024519 09 COMPLETE M3-97-3350: Related Corrective Action Assignment Assignment:
97025618 01 COMPLETE CR M3-97-3607; Lead Evaluation for CR 10 M3-DRT-00166 DR Status:
C M3-DRT-00166 ICAVP DISCREPANCY REPORT CALCULATION METHODOLOGY VS. RG l.105 CR#: M3-981288 C T ICAVP IDENTIFIED DISCREPANCIES W/ CALCULATION FOR INSTRUMENT UNCERTAINTY Assignment:
98004978 01 COMPLETE M3-98-1288: Lead Evaluation Assignment:
98004978 02 COMPLETE M3-98-1288: Related Corrective Action Assignment Assignment:
98004978 03 COMPLETE M3-98-1288: Related Corrective Action Assignment Assignment:
98004978 04 COMPLETE M3-98-1288: Closure Review 1I M3-DRT-00274 DR Status:
C M3-DRT-00274 ICAVP DISCREPANCY REPORT PIPE SUPPORT DISCREPANCIES-SWP CR#: M3-98-0119 C C ICVAP FOUND CALCULATION DISCREPANCY (M3-DRT-00274)
Assignment:
98000664 01 COMPLETE M3 98-0119: LEAD EVALUATION FOR CR Assignment:
98000664 02 COMPLETE M3-98-0119: RELARD CORRECTIVE ACTION Assignment:
98000664 03 COMPLETE M3-98-0119: Closure Review 12 M3-DRT 00287 DR Statas:
C M3-DRT-00287 ICAVP DISCREPANCY REPORT CALCULATION 3-ENG-106 DATA DISCREPANCY CR #:
M3-98-1884 C C ICAVP IDENTIFIED DISCREPANCIES W/ CALCULATION FOR INSTRUMENT UNCERTAINTY (CHILLER COMPRESSOR)
Table 1 Discrepancy Report Corrective Action Dispositions 03-May-99 6
Assignment:
98007321 01 COMPLETE M3 981884: LEAD EVALUATION Assignment:
98007321 02 CANCELED M3 981884: Related Corrective Action Assignment Assignment:
98007321 03 CANCELED M3-98-1884: Related Corrective Action Assignment Assignment:
98007321 04 COMPLETE M3-98-1884: Closure Review 13 M3-DRT 0031l DR Status:
C M3-DRT-00311 ICAVP DISCREPANCY REPORT WALkDOWN DISCREPANCIES FOR SW IN H2 RECOMBINER CR#: M3-97 3540 C C DISCOVERED MISSING PIPE INSULATION llCAVP DR-MP3-011[
Assignment:
97025152 01 COMPLETE M3-97-3540. LEAD EVALUATION FOR CR Assignment:
97025152 02 COMPLETE M347-3540:Related Corrective Action Assignment Assignment:
97025152 03 COMPLETE M3 97 3540: Closure Review 14 M3-DRT 00385 DR Status:
C M3-DRT-00385 ICAVP DISCREPANCY REPORT CALCULATION NL-038 (STADON SERVICES STUDIES-VOLT-AGE PROFILES)
CR #: M3-97-4550 C C DISCREPANCY: W/ CALC.NL 038, STATION SERVICES STUDIES-VOLTAGE PROFILES flCAVP DR-MP3-0385[
Assignment:
97029999 01 COMPLETE M3-97-4550: LEAD EVALUADON Assignment:
97029999 02 COMPLETE M3-97-4550: RELATED CORRECTIVE ACDON Assignment:
97029999 03 COMPLETE M3 97-4550: Closure Review 15 M3-DRT 00463 DR Status:
C M3-DRT 00463 ICAVP DISCREPANCY REPORT DESIGNINPUT O
DISCREPANCIES INVOLVING 4KV MOTORS CR#
M3-97-4062 C C DISCREPANCY; [NCONSISTENCIES IN CALCULATION SP-M3-EE-342 (REV.1) llCAVP DR-MP3 0463[
Assignment:
97028339 01 COMPLETE hD-97-4062: Lead Evaluation for CR Assignment:
97028339 02 COMPLETE M3-97-4062: Related Corrective Action Assignment Assignment:
97028339 03 COMPLETE M3-97-4062: Closure Review 16 M3-DRT00821 DR Status:
C M3-DRT 00821 !CAVP DISCREPANCY REPORT DISCREPANCIES FOR P&lD'S EMil6B-25 AND EM 116D-5 CR#: M3-98 0428 C C ICAVP IDENTIFIED DISCREPANCIES W/EGA SYSTEM P&lDS Assignment:
98001943 01 COMPLETE M3-98-0428: Lead Evaluation Assignment:
98001943 02 COMPLETE M3 98-0428: Related Conective Action Assignment:
98001943 03 COMPLETE M3-98 0428: Closure Review 17 M3-DRT 00870 DR Status:
C M3-DRT-00870 ICAVP DISCREPANCY REPORT DUCT SUPIORT DISCREPANCY CR #:
Assignment:
18 M3-DRT-01095 DR Status:
C M3-DRT-01095 ICAVP DISCREPANCY REPORT WEAK LINK INPIRS TO MOTOR OPERATED VALVE TARGET THRUST /FORQUE CALCULATIONS l
CR #: M3-98-1821 C C ICVAP IDNETIFIED DISCREPANCIES W/FARGET THRUST CALCULATION FOR l
35WP'MOV71A/B Assignment:
96006936 01 COMPLETE M3-98-1821:12ad Evaluation Assignment:
98006936 02 COMPLETE M3-981821: RELATED CORRECTIVE ACTION f'\\
Assignment:
98006936 03 COMPLETE M3 981821: Closure Review f
I l
i
O MILLSTONESTATION/ UNIT 3 FirstQuarterPerformanceReport STATUSON FINDINGSINTHE SARGENT&LUNDYFINALREPORT i
O First Quarter 1999 Performance Report Millstone Station / Unit 3
1 O
V Status on S&L Findings From ICAVP First Quarter 1999 The purpose of this section is to report on progress towards completion of corrective actions to the eleven (11) Sargent and Lundy (S&L) findings resulting from the Independent Corrective Action Verification Program (ICAVP).
Background
Northeast Nuclear Energy Company (NNECO) reviewed the Sargent and Lundy Milistone Unit 3 ICAVP Final Report Executive Summary, SL-5192, dated June 1,1998.
As had been required by the NRC's August 14, 1996, Confirmatory Order, NNECO provided a written reply', dated June 13,1998, to address the eleven (11) ICAVP Team findings and recommendations contained in the Final Report. NNECO issued on June 2
13,1998, the Backlog Management Performance Update for the Second Quarter, and committed to providing quarterly the status of progress towards the final disposition of the eleven S&L findings from the ICAVP.
l, sk)
As indicated by Sargent and Lundy in Section 1.7.2 of the Final Report Executive Summary, the 11 ICAVP Team findings and recommendations are based on Level 4 Discrepancy Report (DR) issues that have a high occurrence rate. NNECO's review of these Level 4 DRs, both individually and collectively, indicate that they are of low safety significance and do not impact the Millstone Unit 3 license bases (LB) or design bases (DB). These areas continue to be under review to determine where improvements could enhance NNECO's configuration control going forward.
i Status Report There are eleven ICAVP Team findings and recommendations from the S&L Final Report, SL-5192. In this section a status is provided below on the progress towards completion of corrective actions associated with each of the eleven findings and recommendations.
The information is intended to supplement NNECO's earlier correspondence', dated June 13,1998, in which a written reply to address each of the items in the Final Report was initially provided.
f M. L. Bowling letter to U.S. Nuclear Regulatory Comniission," Independent Corrective Action
(/
Verification Program Final Report Executive Summary Comments," dated June 13,1998.(B17297)
M. L. Bowling letter to U.S. Nuclear Regulatory Commission
- Backlog Management Performance 2
update - Second Quarter 1998," dated June 30,1998 (B17287)
Millstone Station / Unit 3 First Quarter 1999 Performance Report
System Review (S&L Final Re_ port. SL-5192. Section 1.7.2.1) 1.
"The PMMS and PDDS databases contain sufficient number of errors and omissions so as to render the data suspect for design input."
NNECO Response:
a)
The PMMS and PDDS data issues are to be resolved as part of the Master Equipment List portion of the Indus Passport (Passport) implementation project. A project planning event was held at the end of August,1998, to evaluate the Passport suite of applications as a viable opportunity to establish 'best practice' business processes and to provide the Project Management Team with sufficient information to develop a preliminary work scope, schedule, and cost estimate. In this regard the following objectives were met:
Established a baseline understanding of the Passport Project Plan Developed a preliminary Project Scope & Schedule with work scope &
e' resource information Presented preliminary project plan to Senior Management on September 8,1998 O
Subsequent to the above activities, the budget and resource requirements for implementation of the Passport application has been provided to Senior Management by the Project Management Team. Additionalinformation has been requested by Senior Management regarding alternatives to the Passport option. Alternative evaluations are underway. As a result of this action, the detailed planning activities, Business Process Integration sessions (BPI) _which were scheduled to commence in 1998 had not occurred.
The Material Equipment List development, which is important to resolving the data quality issue, has its project plan in the approval process and has secured funding for 1999.
b)
An Engineering Assurance Group assessment of PDDS Relief Valve Setpoints was completed in the third quarter of 1998. The objective of this assessment was to determine the effectiveness of the Unit 3 Plant Design Data System (PDDS) Relief Valve Setpoint process for control of relief valve setpoints. It was determined that the PDDS Process for control of relief valve setpoints was weak and labor intensive to implement. The process was considered weak because other souices for the setpoints (e.g., PMMS)
Q were found to contradict the information contained in PDDS. Although this J
did not result in a loss of configuration control for the twenty-six relief valves reviewed, it was recommended that the scope of the review should be expanded to include the remaining safety-related relief valves.
i First Quarter 1999 Performance Report j
Millstone Station / Unit 3 l
l
Consolidation of relief valve setpoints into a single database was recommended as a ' configuration management enhancement to provide further assurance that the correct relief valve setpoints are used on a going forward basis.
These recommendations were accepted and are being j
tracked through the corrective action process.
2.
"The component procurement specifications and vendor drawings have not been consistendy kept up-to-date."
NNECO Response:
As noted in our initial response, NNECO recognizes the importance of up-to-date procurement specifications and vendor drawings. While our processes covering these activities did not always achieve the desired result, there are controls in place to ensure that component data and vendor drawings are verified for accuracy prior to their use'as design inputs. This allows time for an orderly transition to our Passport Information Management strategy which will serve to improve links between associated components and applicable documentation, including vendor specifications and drawings with associated revision status.
The following actions have been initiated to address these issues:
An engineering department instruction was issued for Millstone Unit 3 to provide specification categorizations and guidance for use.
Many procurement specifications are designated " historical" as they are not being actively used (reference only) and will not be updated.
An engineering department instruction was issued for the Station to provide drawing categorizations and update requirements in order to apply consistent j
levels of drawing update requirements based on current drawing use and importance to plant operation and design.
NNECO considers this item of the Final Report to have been fully addressed by the completion of the actions described above.
i l
4 O
l Millstone Station / Unit 3 First Quarter 1999 Performance Report i
1 l
O
\\ _/
3.
"The number of instances where incorrect design inputs were used indicate a calculation control problem.
The concern is limited to mechanical system sizing calculations and electrical system calculations.
This condition appears to be due to the fact that volded or superseded calculations are not adequately controIIed (i.e., kept as active) and therefore can and are inadvertently used when new work is being performed."
During the third quarter 1998 Engineering Assurance completed an assessment titled " Attention to Engineering Quality." The purpose of this assessment was to evaluate how strictly procedure requirements were being adhered to by Unit 3 Engineering when preparing Design and Technical Support Engineering products. Three Design Change Records, two Technical Evaluations and one Special Procedure were reviewed. The assessment identified three cases where independent reviews or inter-discipline reviews were not documented as required by the procedures. Further investigation determined that the reviews had been performed; however the documentation was not included in the package.
Although these deficiencies did not result in a loss of configuration management in the physical plant, they represent further evidence of problems with attention i
b to detail relative to compliance with engineering procedures. The results of this assessment were presented to the Engineering Quality Review Board (QRB) who reinforced management's expectations concerning these attention to engineering quality issues to the line management responsible.
Within Unit 3, the Design Engineering Manager commissioned an independent review of recent calculation assessments. This review was performed as part of the continuing effort to improve calculations. As a result of this review, specific corrective actions and plans to further improve the quality of new or revised calculations were identified. These corrective actions included such items as the use of an Accountability Review Form by Design Engineering supervisors, development of a listing of acceptable inputs for each of the Passport /CTP fields for use by Unit 3 design engineers, and recommendations to the Design Control Manual Committee for consideration of additional changes to the DCM.
In addition to the site wide QRB discussed in NNECO's original response, the Unit 3 QRB was formed in August,1998. The charter for this new Board, as identified by the Unit Engineering Director, is to review engineering documents prior to their release. Board membership consists of engineering supervisors within the unit having the capability to review the quality of the documents from both technical and administrative perspectives.
Millstone Station / Unit 3 First Quarter 1999 Performance Report
The Unit 3 QRB has reviewed a total of 129 calculations that have undergone revision during the first quarter of 1999. Of the total number reviewed, only four calculations required some form of rework representing a three percent (3%)
rework rate trended over the first three months. Previously, performance in the fourth quarter revealed an eleven percent (11%) rework rate. This reflects a positive trend in both new and old calculations requiring rework since the Unit 3 QRB was formed. It should also be noted that the rework issues cornmented on for these calculations were minor discrepancies, which did not effect the results or impact compliance with the licensing or the design basis. Thus, we have not seen instances where incorrect design inputs were used which would be an indication of a calculation control problem. The Unit 3 QRB continues to monitor and trend calculations as part of NNECO's continuing effort to improve the quality and control of calculations. With the QRB in place and its observations of improvement in this area, NNECO considers this item of the Final Report to have been addressed, negating the need for future status reporting on this item.
4.
"A high number of minor discrepancies were identified in both old and recently revised mechanical system sizing calculations.
While none of these discrepancies affected the calculation results or impacted compilance with the licensing and design basis, overall quality could be improved."
NNECO has recognized that the calculation control process has had historical weaknesses. The discussion and initiatives identified in the response to item (3) above, and in NNECO's original response, to the calculation control process are equally applicable to this issue.
5.
"FSAR sections regarding filtration system compliance to RG 1.52, Revision 2, are incomplete and should be revised to more clearly define the systems DBILB."
NNECO Response:
NNECO had focused on this area of ICAVP findings prior to the issuance of either of the Sargent and Lundy reports, and fully recognized that it represented the area at greatest deviation from the unit's FSAR. NNECO understands the regulatory requirements in the filtration system area and has an adequate process in place to control future changes such that continued compliance is ensured. Our actions to review and, as appropriate, correct any and all discrepant descriptions of filtration system features contained in FSAR Table 1.8-j 1 and Section 6.5, are currently being formulated and scheduled. This includes l
I a search for compliance issues relating to the Regulatory Guide and related O
ANSI Standards N509 and N510. Confirmed Level 3 DRs have been addressed and corrected, as appropriate.
I Millstone Station / Unit 3 First Quarter 1999 Performance Report
O 6.
"DBSDs for the HVAC systems should be revised to more clearly define the systems DB/LB, particularly exceptions to minor requirements of RG 1.52 and ANSI N509 and N510 standards."
NNECO Response:
NNECO has recognized the need for improvement within the HVAC-related DBSDs. As in the case of the filtration systems discussed above, we are formulating a plan and schedule for completion of this review.
7.
" Inconsistencies between the cable and raceway database (TSO2) and electrical design documents related to cable tray cover data and conduit l
support data (greater than 200 occurrences were Identified).
The high l
number of discrepancies indicate the data contained in the databases may l
not be accurate and as such, the data should not be used as approved l
design input without prior verifications."
NNECO Response:
As noted in our response to the ICAVP Final Report, sample audits of electrical design documents have provided reasonable assurance that design j
requirements contained in the plant drawing system match or are less i
conservative than the actual raceway installation in the field.
The level 4 DR's addressing discrepancies between the Cable Raceway Database and electrical design documents have been included in the " binned" status. These level 4 DR's are being dispositioned in accordance with the commitments in the Backlog Management Plan.
As these items are dispositioned, any trends that are confirmed will be subject to additional corrective actions in accordance with the NNECO Corrective Action Program.
l 4
v Millstone Station / Unit 3 First Quarter 1999 Performance Report
8.
" Undocumented attachments to supports (approximately 42 occurrences).
Although, none of the undocumented attachments affected the structural adequacy of the support and many resulted from original design and construction, the findings indicate NU should review their control mechanism to prevent recurrence."
j l
1 NNECO Response:
1 NNECO agreed in our response to the ICAVP Final Report that the high number of findings in this area is indicative of the need for a better control of documentation to prevent recurrence.
During the construction of the plant, attachments to supports were controlled by the design process. As a result, a large number (in the thousands) of change documents were produced to document changes such as these.
NNECO l
reviewed a number of DRs where Sargent and Lundy had identified l
undocumented attachments. An informal review of 42 identified undocumented l
attachments was conducted.
This review revealed that 37 instances had adequate documentation to justify the attachment.
Based on this review, NNECO expects that a number of the DRs which identify undocumented attachments will, upon formalization of this work, be resolved using existing O.
l documentation. Any remaining attachments with missing documentation and l
other discrepant issues will be addressed and corrected as necessary to support l
future work activities.
l l
l NNECO has reviewed the present design control process included in the Design Control Manual and has determined that the existing process contains sufficient guidance to minimize the potential for incorporation of uncontrolled attachments to supports on a going forward basis. The existing design control process also includes the requirement for detailed walkdowns in accordance with the Design Control Manualin advance of the incorporation of changes to affected supports.
This will serve to ensure a proper starting point is established for future changes.
NNECO will review the DRs related to this issue and disposition these items in accordance with the Corrective Action Program, as part of the Backlog Management Plan, and the current commitment to address all Level 4 DRs.
NNECO thus considers this item of the Final Report to have been addressed, negating the need for future quarterly status report.
O Millstone Station / Unit 3 First Quarter 1999 Performance Report h
9.
" Component tagging / labeling issues (approximately 160 occurrences).
Additional controls to prevent mislabeling / tagging should be considered."
NNECO Response:
In our response to the ICAVP Final Report, NNECO agreed that improvements in the controls necessary to prevent mislabeling and/or tagging are appropriate.
Upon further review for improvement potential, it has become apparent that the March,1998, revision to the applicable procedure, Operations Procedure OA9, entitled System and Component labeling, has accomplished the objectives identified by Sargent and Lundy.
Foremost among these changes are the incorporation of INPO recommendations for in-Plant Posting of Protected Equipment and the requirement to
- Ensure component identifications being used for a new label request, or changes to component identifications, are the same as indicated on approved drawings, procedures, specifications, and Material Equipment and Parfs List (MEPL)." The timing of this revision is such as to have not had any impact on past performance that was the subject of Sargent and Lundy's review which supported this recommendation.
On a going forward basis, however, we have a high level of confidence that tagging and labeling will improve in fidelity with time. Thus, we have concluded that there are now O
suitable and effective methods specified for accomplishing and maintaining an accurate, complete and effective component labeling program. This program ensures that the unit minimizes human error relating to the identification of plant components, systems and facilities. NNECO thus considers this item of the Final Report to have been addressed, negating the need for any future-status reporting.
Ooorations & Maintenance and Testina Review (S&L Final Report. SL-5192.
Section 1.7.2.3.1) 10.
"NU has reported that they believe that their current program for Heat Exchanger Testing meets the intent of the generic letter. S&L agrees with NU's assessment, provided the agreed to enhancements are incorporated into the currentprogram."
NNECO Response:
NNECO is taking actions to enhance the program to address the items identified by Sargent and Lundy. Two discrepancy reports are involved in the issue of adequacy of testing of service water cooled heat exchangers.
O The first discrepancy report (DR-MP3-0035) questioned the inspection criteria required to be performed on the RSS heat exchangers. NNECO concurred with Millstone Station / Unit 3 First Quarter 1999 Performance Report
1 Sargent and Lundy and updated the related procedures and their bases document.
l The second discrepancy report (DR-MP3-1074) questioned NNECO's position on the baseline testing of all heat exchangers (excluding RSS). Sargent and l
Lundy reviewed a recent NNECO submittal to the NRC on Generic Letter 89-13 to clarify this requirement. This discrepancy was closed by Sargent and Lundy as a Level 4 discrepancy report.
Enhancements to the program are being tracked via the corrective action program. NNECO will review the DRs related to this issue and disposition these items in accordance with the Corrective Action Program, as part of the Backlog Management Plan, and the current commitment to address all Level 4 DRs.
Therefore, NNECO considers this item of the Final Report to have been addressed.
General Conclusions (S&L Report Section 1.7.2.3.2) 11.
"An overall observation regarding maintenance, surveillance / calibration, and testing and operations is that some of the processes in use place a very high reliance on skIII and performance of Individuals... While this approach in and of itself does not take the plant outside the Design or O
Licensing Basis, it does not provide some of the safeguards that a more procedure orprocess-driven approach would provide."
NNECO Response:
The Master Manual effort at Millstone station is underway with eight (8) Master Manuals currently under development.
Senior Management has endorsed this Action Plan for the Master Manuals. All Administrative Processes at Millstone will be revised and incorporated into the Master Manuals over the next two years.
The Site Procedures and Process Steering Committee (SPPSC) has been meeting on a regular basis for over six months. This group reviews the processes and issues that Master Manual Program Owners have under their responsibility. The Program I
Owners are required to develop a Scoping Document that will capture all requirements for their particular program and then break these into " Key Elements."
From this, they will develop the Station and functional administrative procedures.
The Site Procedures and Process Steering Committee has replaced the Process improvement Team because Senior Management recognized the duplication of duties between these two groups.
The Site Procedures and Process Steering Committee facilitates and coordinates the Master Manual effort, provides coaching and support relative to its implementation and monitors overall progress.
Millstone Station / Unit 3 First Quarter 1999 Performance Report
f r
Each Master Manual has a responsible Executive Sponsor. The Executive Sponsors f
ensure that barriers which the Program Owner has in the development and b
implementation of their Master Manuals will be resolved and corrected. The Program Owner is also responsible for assembling a Functiona: Team. These Functional Teams consist of Subject Matter Experts within the different Units and departments who will help develop the procedures, guidelines and appropriate reference materials with the assistance of the Station Administrative Procedures Group.
Since the Master Manual effort at Millstone Station is well underway with eight (8)
Master Manuals currently under development, and Senior Management has endorsed this concept, NNECO considers, item 11 of the S&L Final Report Findings and Recommendations adequately addressed and as such subsequent updates are no longer necessary.
b(
O Millstone Station / Unit 3 First Quarter 1999 Performance Report
1
\\
Ind3x n
Unit 3 Performance Report
{
U Key Performance Indicators Millstone Unit 3 Performance Indicators Operational Performance Indicators Paae Number KPI Title A-1................................
Emergency System Actuations A-2..............................
Diesel Generator Unavailability A-3..............................
Aux Feedwater System Unavailability A-4...............................
HPSI System Unavailability A-5..............................
Industrial Safety Accident Rate A-6.................................
Unit Capability Factor / Unplanned Loss Capability Factor A-7................................
Licensee Event Reports A-8...............
Collective Radiation Exposure A-9.......................
Temporary Modifications A-10.................................
Control Room and Annunciator Deficiencies A-11..
Operator Work Arounds
(
A-12..........................
Aggregate impact
)
Corrective Action /Self Assessment Indicators B - 1......
Condition Report Evaluation Timeliness j
B-2....
Overdue Corrective Actions B-3...........................
Condition Report Evaluation Quality Score B-4................................
Human Performance B-5..................................
Procedure Compliance, Millstone 3 Work Control Indicators C-1................................
On Line Work Order Status C-2.................................
On-Line Schedule Performance Confiauration Management Indicators D-1............................
Configuration Management Summary - Configuration Management Awareness r
I
i I
Index Unit 3 Performance Report O
x.y performanceinoicotor, j
Additional Performance indicators Security Indicators E-1..............................
Control of Safeguards Information E-2...............................
Vehicle Controlinside the Protected Area E-3...........................
Security Badge Control E-4........
Control of Visitors inside the Protected Area Safety Conscious Work Environment KPis F-1.
NU Concerns and NRC Allegations Received, Millstone Station I
F-2....
Millstone Employee Concerns Confidentiality Trend, Millstone F-3.........................
Substantiated Concerns involving Potential Violations of 10CFR50.7 Leadership and Culture Indicators G-1................
Leadership Assessment G-2.............................
Culture Survey Oversiaht KPis H-1...........................
Nuclear Oversight Verification Plan Results, Millstone 3 O
2
O Millstone Unit 3 o
ndicators Indicators provide information reflecting performance during the Rrst quarter. Analysis and progrees statements reRect performance during the atost recent reporting period.
'O
. Operational Performance O
Indicators i
l O
Emcrg ncy Syctam Actuctigno (NRC R;pertcblo) l Millstone 3 P
O rogress:
Performanceis satisfactory.
10 KPI data current through March 31,1999.
6
- 4 1
lI ll l1 l
2 0
0 0
0 t
i I
I t
I 35916 35947 35977 36008 36039 36069 36100 36130 36161 36192 36220 36251 NActuations Raw Date May 98 Jtri 98 JLA 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 RPs 0
0 0
0 1
1 1
2 0
0 0
0 Total ESFAS:
0 0
0 0
2 2
2 2
0 0
0 0
ECCS Actuabon 0
0 0
0 0
0 0
0 0
0 0
0 Ctmt Sprey Actua#on 0
0 0
0 0
0 0
0 0
0 0
0 Ctmt laolation 0
0 0
0 0
0 0
0 0
0 0
0 Main Steam isolanon 0
0 0
0 0
0 0
0 0
0 0
0 Control Bldg isolation 0
0 0
0 0
0 0
0 0
0 0
0 Feodwaterisolagon 0
0 0
0 1
1 1
1 0
0 0
0 Aux Feedwater Acv9vation 0
0 0
0 1
1 1
1 0
0 0
0 Serv 6ce Water Activation 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 TMM 0
0 0
0 3
3 3
4 0
0 0
0 DeNnition Analysis / Action This indicator depicts the number of NRC Reportable Performance for March is satisfactory.
Emergency System Actuations as required by Tech Spec 3.3.1 and 3.3.2.
Emergency Systens are:
- 1) RPS Rector Protection System Actuation,
- 2) Emergency Core Cooling Systems (ECCS) actuations.
(includes Low Pressure Safety injection, High Pressure Safety injection, and Residual Heat Removal System Activation),
- 3) EDG - Emergency Diesel Generators (start on Loss of Power),
- 4) ESFAS Engineered Safeguard Features Actuations System (Inclides actuations of ECCS Sys, Containment (Ctmt)
Spray, Aux Feedwater (For Automatic initiation only), and Service Water, as well as isolation of Ctmt, Main Steam, Control Building, and Feedwater).
Goal Comments soal is to have 0 Unplanned Emergency Sye*em Actuations.
J. Langan r5544MPl Analysis by:
J. Langen x5544MP! Owner-B. Pinkowitz x4203 MP osas Source A-1 l
Diccal Gonarctero Uncvailability (MRub)
Millstone 3 U('%gress:
The performance is satisfactory.
100 %
KPl data current through March 31,1999.
3
- \\
Goals 80%
80% -
60% -
3ood 40% -
Y
~
d 20% -
0% -
g
'E 35976 36007 36038 36068 36099 36129 36160 36190 36219 36250 36280 36310
~ Emergency Diesel Generator A Emergency Diesel Generator B Blackout Diesel Generator (SBO)
-mH-Goal l
Raw Date Jun 98 Jul 98 Aug 98 sep 98 Oct 98 Nov 98 Dec 08 Jan 99 Feb 09 Mar 99 Apr 99 May 99 Emergency Diesel Generator A 12.23 %
26.03 %
32.24 %
39.74 %
42.69 %
44.63 %
44.63 %
53.77 %
56.41 %
58.24 %
mergercy Diesel Generator B 5.40%
5.40%
10.56 %
12.76 %
12.76 %
16.76 %
26.03 %
30.00 %
31.64 %
33.92 %
Blackout Diesel Generator (sBO) 24.56 %
50.02 %
50.02 %
50.02 %
53.65 %
53.65 %
53.65 %
58.18 %
58.18 %
58.18 %
Goal 80%
80%
80 %
80 %
80%
80%
80%
80%
80 %
80 %
80%
80%
DeRnition Analysia/ Action The indicator is the percentage of the allowed Maintenance System performance is acceptable. SBO increase was the result of Rule (10CFR50.65) unavailablity limits over a 24 month a scheduled major system outage for annual preventive rolling period. The values are based on Maintenance maintenance (PM), surveillance testing (SV), and longstanding Effectiveness. The values are then analyzed by the PRA to corrective maintenance (CM) activities. The Emergency Diesel ensure the individual Core Damage Frequency is within Generators (EDGs) tracked downward during the 2 year shutdown industry guidance.
since only 1 EDG is required in Modes 5 & 6. However, some of the increase was the result of planning and scheduling problems during the outages.
Goat :
Comments le goal is to use s 80% of the system's allowed
{
hintenance Rule unavailablity limit.
Data Source:
50.65 Monitoring Requirements l Analyels by:
Tim Ryan x0700MPl Owner:
Gary swider x5381MP A-2
Auxiliary Fcadwatcr Syatom Unavailability (MRule) fTCg7088; Performance is not meeting management expectations, an action plan is monitoring progress.
' 80
KPl data current through March 31,1999.
=
b140%
120 %
100%
Good Goals 80%
80%
60 %
4
-l 40%
f cc 20%
g 0%
1 l
l I
i l
l Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 May 99 mTubine Driven AUX Feedwater Pump MMD AUX Feedwater Pump A C"""IMD AUX Feedwater Pump B
-*- Goal J
Raw Dets Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 May 99 Tubino Dnven AUX Feedwater Pump 165.48 %
163.41 %
166.13%
153.33 %
149.52 %
139.27%
137.70 %
136.77 %
136.02 %
132.38 %
MD AUX Feedwater Pump A 82.83 %
82.30 %
90.37 %
89.83 %
92.03 %
93.63 %
87.17%
79.70 %
76.63 %
69.77 %
MD AUX Feedwater Pump B 94.80 %
156.10%
107.07%
100.93 %
93.53 %
92.13 %
43.53 %
51.53 %
38.40 %
42.07%
Goal 80%
80 %
80 %
80 %
80 %
80%
80%
80%
80%
80%
80 %
80%
Dellinition '
Analysle/ Action The indicator is the percentage of the allowed Maintenance This is an 10CFR50.65(a)(1) system due to excessive Ruta (10CFR50.65) unavailablity limits over a 24 month unavailability. The Action Plan was approved by the Maintenance rolling period. The values are based on Maintenance Rule Expert Panel on 9/22/98. The majority of the unavailability Effectiveness. The salues are then analyzed by the PRA to hours can be attributed to the impact of the leakage from valve cnsure the individual Core Damage Frequency is within 3FWA*MOV35D which was repaired during the August 1998 cold industry guidance, shut down. Subsequently the containment penetrations have remained satisfactory (check valves holding), and system performance is improving.
Goal Comments Thz goal is to use s 80% of the system's allowed
{
fintenance Rule unavaliablity limit.
Dets Source:
50.65 Monitoring Requirements l Analysis by:
Tim Ryan x0700 MPl Owner:
Gary SwKier x5381 MP A-3
HPSI Syctom Uncvailcbility (MRulo)
Millstone 3 gteSS; Performance is satisfactory.
100%
KPl data current through March 31,1999.
Goals 80%
83%
N= ~
60%
k 0%
f I
I I
I I
I I
I I
I h
Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 May 99 MHigh Press injection Pump A MHigh Press injection Pump B
-111-Goal Raw Data -
Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 May 99
- High Press in}ection Pump A 45.76%
55.70 %
43.70%
47.30%
76.95%
75.18 %
67.18%
69.90 %
68.86 %
75.10 %
- gh Press injection Pump B 53.49%
53.49 %
48.05 %
59.11 %
59.11 %
48.66 %
48.66 %
48.66 %
53.48 %
54.96 %
I Goal 80%
80%
80 %
80%
80%
80 %
80%
80 %
80%
80 %
80 %
80 %
Definition '
Analysis / Action The indicator is the percentage of the allowed Maintenance System performance is acceptable. The increase in A High Presser Rula (10CFR50.65) unavailablity limits over a 24 month Safety Injection Pump (HPSI) train was the result of problems rolling period. The values are based on Maintenance during the Safety injection cooling pump (CCl) outage which took Effectiveness. The values are then analyzed by the PRA to longer than expected, due to the following issues:
ensura the individual Core Damage Frequency is within
- 1. Some erosion was found on the CCI pump impeller.
industry guidance.
- 2. During pump alignment, the motor was bolt-bound.
- 3. During pump alignment, the acceptance criteria could not be met (CR M3-98-4463).
Goel Comments T goal is to use s 80% of the system's allowed t: nance Rule unavailablity limit.
Data Source:
50.65 Monitoring Requirements l Analysis by:
lim Ryan x0700 MPl Owner:
Gary Swider x5381 MP A-4
Indu tri:1 Saf:ty Accid:nt Rc.t3 (INPO) rogress:
pettormance sa not meetino management exp crations, p tiormance erens rureatens oo r.
1.25 to KPl data current through 1.00 March 29,1999.
8 0 75
-6 I
.50
^
~
~
4 O
_h1
- M l
2 Y
0 25 3 0.00 0
g g
g k
e A
A 9
h e
E I
a s
a a
a a
a a
s gi
,a
,5 l
Monthly Accidents AnnualISAR Totals
-*-MP Total Site ISAR -e-ISAR Goal
-e-ISAR Industry Median l neaa e 12 Manth Fiolkng Average 1996 1997 1998 J498 Aug-96 Sep 98 Oct-98 Nov-98 Dec.98 Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun 99 MP1 ISAR 0 20 1.75 0 55 0 00 0 45 0 47 0 50 0 52 0.54 0.55 0 56 0 58 MP21sAR 0 55 0 80 0.00 0.24 0 23 0.23 0 43 0 21 0 00 0 42 0 42 0 44 MP3 ISAR 1 25 0 71 0.35 0.51 0 50 0 48 0.34 0.35 0.34 0.36 0.19 0 20 MP Total See ISAR 0.78 0.98 0.37 0.48 0 52 0.51 0.46 0.42 0.37 0.42 0.37 0.44 ISAR Gael MA NA WA 0.50 0.50 0.50 0.50 0.50 0.50 0.40 0.40 0.40 0.40 0.40 0.40 tsar industry Median 0.43 0.35 0.as 0.35 0.35 0.35 0.35 0.35 0.35 0.23 0.2s 0.23 02 0.23 0.23 Monthly Accidente NA MA WA 1
0 0
1 1
0 s
0 2
0 0
0
~ lliert A;;.',
lAc60n INPO Industrial Safety Accident Rate (ISAR) = OSHA Form 200 Fatalities (Column Unit 3 has experienced 0% of Millstone Station's injuries that meet
- 1) g.nd injuries With Restriction of Work / Motion or Lost Workdays (Column 2) the ISAR criteria in 1999 (0 injuries out of 3 in January). 2 expressed as the number of injuries per 100 full-time workers Recordable injuries occurred in March both belonging to MP General.
The Indicator is defined as the number of injuries per 200,000 man-hours worked for all utility personnel permanently assigned to the station that result in any of the The MP Total Site ISAR exceeds the ISAR Goal this month.
following: one or.more days of restricted work (excluding the day of the accident);
one or more days away from work (excluding the day of the accident); or fatalities.
Management focus needs to:
Millstone Site Total includes Unit 1,2 and 3 employees and non-unit specific
- ensure rffective pre-fob safety briefings employees.
- Include observations for unsafe actions of people in work observations The 1999 Safety Goals for Atillstone Station are geared to enhance safety awareness and performance.
}
oo,e c
commente Millstone Station's 1999 INPO Gcal = 0.40 Injuries /100 employees Millstone Station has experienced 5 injuries to date that meet the INPO ISAR criteria.
Dets source:
NUSCo Safety l Analysis by:
A Bovendge MP Ext 5369l owner:
M Buon x5838MP
\\
1V A-5
Unit Ccp:bility cnd Unpinnnad Ccpsbility Loco Fcctar Millstone Unit 3 Progress:
current performance is sattstactory.
(
Unit Capability Factor Unplanned Capability Loss Factor
= $:"
Goals 3%
8m egg n
OO 80%
4W 40%
p 20%
20%
- - A : : :=:= = =:=:=
o m
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8888 8888 88 A$$5E$N$5E$k A$$8E$$$5E$5 Monthly Capability Factor m Monthly Unplanned Capability Loss Factor
-e-Monthly Capability Factor Goal
-e-Monthly Urolanned Capability Loss Factor Goal Maev Date Jul 98 Au9 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Monthly Gapabihty Factor 558%
83 3%
87 8%
84 2 %
70 8 %
32 3 %
97 1%
99 9 %
99 1 %
Monthly Gepab&ty Factor Goal 88 0%
88 0 %
88 0 %
88 0 %
88 0%
88 0 %
88 0 %
88 0 %
88 0 %
88 0 %
88 0%
88 0 %
/"*s Monthly Unplanned I
Capatsty Losa Factor 44 4 %
37.7 %
12.2 %
18 0%
29 4 %
87 7 %
29%
0.1%
09%
Monthly Unplanned Capab6lity Loss Factor Goal 30%
30%
30%
30%
30%
30%
30%
30%
30%
30%
30%
30%
Definition AnalysisfAction The Unit Capability Factor (UCF) is defined as the ratio of the January, February and March figures exceeded the goal as the available energy generation over a given period of time to the unit remained on line continuously through all three months.
reference energy generation of the same period of time, expressed as a percentage. This indicator is to monitor the This indicator should retain a Green status.
reliability of the unit and is an indicator that reflects the effectiveness of plant programs and practices in maximizing available electrical generation. This indicator provides an overaR indication of how well the plant is operated and maintained.
The Unplanned Capability Loss Factor (UCLF) is define <l as the ratio of unplanned energy losses during a given period of time to the reference energy generation, expressed as a percentage.
This indicator monitors progress in minimizing outage time and power reductKms that result from unplanned equipment failures or other conditions.
l oaer comments The goal is to have 2 88% for Uns Capability Factor and s 3% for Unplanned Capability Loss Factor, d
i Dets Source:
K. Doroski x5284 l Analyste by:
K Doroskix5284l Owner:
G L. Swider x5381 MP a
A-8
Licanoco Evcnt Rapsrts Millstone 3 p
Progress:
Performance is satisfactory.
o 12 LER data current through j
,g April 1,1999.
i 8
Industry Average = 1'per month 6
g Good 1
i I4 2
0
-l Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 98 93 98 98 98 98 99 99 99 99 99 99 l
Non-Historical LERs LERs-Historical Industry Average l
)
asa aet, Jul-98 Aug-98 Sep-98 Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun-99 Non-Historical LERe 3
0 0
2 4
1 2
1 0
LERe-Historical 1
1 0
0 1
0 0
1 0
industry Average 1
1 1
1 1
1 1
1 1
1 1
1 Dehnition '
AnalysisfActiors Licensee Event Reports (LERs) are reports made to the NRC pursuant
' Year to date perfortnance isjudged acceptable. One non-to 10CFR50.73.
historical reportable condition has been recorded for the year to date and one is under evaluation. Overall pedormance is equal to Non-historical LERs document current emerging issues and events.
the industry average.
Historical LERs document events or issues with root causes tied to pre-restart events, conditions or analyses. The evaluation is based on a LERs relating to 1999 performance:
calendar year of February to January.
LER 99-001-00,3.0.3 Entry Due To Inoperabb Control Room Door
[2 instances](Non-Historleal) 8.ER 99-002@, inadvertent CO2 Discharge [NorKompliance with Technical Specification 3.0.3 due to inoperable Control Room Filtration System](Historical)
There is one (1) pending LER as of 3/17/99; LER 99-003 00; Entry into Technical Specification 3.0.3 due to both trains of OSS being rendered rnomentarily inoperable. (Non-Gogg 4 Historical;Due 4/16/99)
The 1999 Operabonal Excellence 9oalis based on a top quartile average of less than or equal to 6 LER's/ year. The Lqddstry average sets the standard for acceptab!e perforrrence and corresponds to 12 LER's/yearin any category.
LER data current through April 1,1999, p
Dew Source:
Reg Compliance l Analysis by:
D. Dodson x2346MPl Owner:
D. Dodson x2346MP A7
C211 activa Rcdictisn Exp curo (INPO Indicct:r)
Millstone 3 OProgress:
Performance is satisfactory.
V
)
200 180 -
^
0 0
0 0
Exposure data is through March 160 -
31,1999.
140 -
120<
l100 1999 Year End Goals 190 rem Good 80 -
y 60 -
)
40 -
20 -
l 0
^
^
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 99 99 99 99 99 99 99 99 99 99 99 99 l
MCumulative Exposure
-+-YTD Goal l
Raw Data Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Jul 99 Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 Cumulative Exposure 1.200 3.373 4.001 YTD Goal 2.220 4.440 6.650 8.880 104.290 180.050 181.710 183.370 185.020 186.680 188.340 190.000 Monthly Goal 2.220 2.220 2.210 2.230 95.410 75.760 1.660 1.660 1.650 1.660 1.660 1.660 Annual Goal 190 190 190 190 190 190 190 190 190 190 100 190 Max. Target 180 180 180 180 180 180 180 180 180 180 180 180 Definition Analysie! Action This indicator depicts the cumulative radiation exposure, in rem Performance is satisfactory, for the year relative to the year-to-date and annual radiation exposure goals for Millstone Unit 3.
These goals represent the level of exposure which we strive to st:y below consistent with the As Low As Reasonably Achievable (ALARA) philosophy.
The exposure Goal break down is as follows:
P,wer Operations -
5.250 rem Forced Outage Contingency --- 10.000 rem Before RF06 Projects ------
2.250 rem Waste Processing ----
2.500 rem RF00 170.000 rem TOTAL
- 190.000 rem The 180.000 rem Maximum or Stretch Goal is based on not utilir.ing the 10 rem Forced Outage Contingency.
Goel -
Comments '
1 The Goal for 1999 is to have a total exposure s 190 rem. The Exposure data is through March 31,1999.
Maximum or Stretch Goal is to have a total exposure s 180 l
Irem.
Dets Source D. Evans x0080MPl Analyels by:
R. J. King x6167MPl Owner-R. J. Decensi x5454MP A-8
I l
Tempsrary Modificatienc Millstone 3 l
l Progress:
Performance is unsatisfactory.
l 3o 25 -
20 -
15 -
GOOD l
I C
i
'O -
7 E:
c; S-y
[
L; l
[,
- s l
?
h h
h 5
3 E
N E
5 M Temp. Mods. < 6 mos.
M Temp. Moda. > 6 montne C""30utage Support Total Work Off/ Goal Raw Dets '
10/14/98 10/28/98 11/15/98 11/3o/98 12/14/98 12/28/98 1/15/99 1/31/99 2/15/99 2/28/99 3/15/99 3/29/99 Temp. Mods. < 6 mos.
10 9
10 10 8
7 9
9 10 10 11 11 Outage Support 0
0 0
0 0
0 0
0 0
0 0
0 Temp. Mods. > 5 months 11 11 11 12 13 12 12 12 11 11 11 11 f
Totalinstalled 21 20 21 22 21 19 21 21 21 21 22 22
(
Total Work Off/ Goal 15 15 15 15 15 15 15 15 15 15 15 15 Definition AnalysiafAction This indicator depicts the total number of Temporary We are above our goal of s 15 temp mods.
Modifications (TMs) to permanent plant design, the portion that are " Outage Support" (directly tied to physical work to plant There are 22 Temp Mods presently installed (no temp equipment in an outage condition), the portion that are less than mods were installed or removed since the last reporting 6 months old and the portion that are installed more than 6 period). Five (5) are presently scheduled to be removed months.
prior to RF06. One of these TMs is at risk due to availability of parts, nine (9) are scheduled to be A temporary modification is a rnodification to the plant that is removed in RF06, seven (7) are scheduled to be short-term in nature and not part of the permanent plant design removed before RF07 and one (1) in RFO7.
change process.
Goal Comments '
The goal was to have s 15 by 2/1/99 and s 10 by entry into Mode 2 following completion of RFO6.
Dere source:
J. cunningham x4372MP l Analysis by:
- s. stricker x5409MPl Owner-G. Swider x5381MP l
A-9 l
Central Raam end Annuncicter D3ficianciac Millstone 3 p)
Progress:
Performanceis satisfactory, so 25 Goal: < 10 l
15 5,o
' IIal-+-l-+-l1 HIeiII o
I i
1 I
i i
i i
h h
k k
h h
h h
5 g
s s
s 6
s s
g 2
g l
lM Def. > 6 Mos. Old IEER Def. < 6 Mos. Old -Goal (Total) l Raw Date 10/18/98 11/1/98 11/15/98 11/29/98 12/1398 12/27/98 1/1049 1/24/99 2/15/99 2/2849 3/1599 3/31/99 Def. m e Mos. Okt 2
2 2
1 0
0 1
1 1
1 1
1 Det. a s Mos. oks a
a e
10 11 a
7 e
s e
7 s
LR Annmelators 5
21 14 6
82 44 7
3 3
3 2
3 Total Deficienc6se 11 to 11 11 11 8
8 7
6 7
8 9
Goel(Totel) 10 10 10 10 10 10 10 10 to 10 10 10 Dennition Analyels/ Action -
This indicator depicts the number of Control Panel Deficiencies and Lit Annunciators.
Control panel and annunciator deficiencies are control room instruments, recorders, indicators, and annunciators that function improperly and could challenge the ability of operators to monitor and control plant conditions.
00e80 Commente
^[*
The Goat: < 10 Control panel Deficiencies Repairs that are complete, but awaiting documentation A
< 4 Lit Annunciators close-out or retest under specific plant conditions are not included in the total.
l Analysis by:
Jiangan x5544MPlOwnen M Wuson x2001 MP osse soweet control Board wakdown A-10
Opercter Werk Aroundo Millstone 3 O Progress:
Performance is unsatisfactory. Engineering is preparing schedules for associated modifications.
25 Goal (Total): s 10 20 15 10 Good i
1 5
Y 0
l l
l l
1 I
I i
l l
l g
5 s
s a
s s
e l
l MW/A > 12 Mos. Old M W/A < 12 Mos. Old Goal RawData 10/25/98 11/8/98 11/22/98 12/6/98 12/20/98 1/3/99 1/17/99 1/31/99 2/14/99 2/28/99 3/14/99 3/28/99 Total Operator We* Arounds 18 18 17 17 18 22 22 22 22 23 23 23 W/A > 12 Mos Old 10 10 10 11 11 11 11 11 14 15 15 15 W/A 412 Mos. Old 8
8 7
6 7
11 11 11 8
8 8
8 Niw Crtlerla W/A 8
8 7
7 7
7 7
7 7
7 7
7 Goal 10 10 10 to 10 10 10 10 10 10 10 10 Definition AnalyslalAction Operator Work Arounds (W/A) are conditions which require an The goal for 1998 was not met. A heightened awareness operator to work with equipment in a manner other than original of the OWA program resulted in an increase in the total design intended.
number of OWAs as of the end of the year. The procedure controlling OWAs is being revised to clarify the Operator Work Arounds have potential to:
determining criteria for OWAs. Once the revision is e impact safe operation during a plant transient completed and approved, the existing OWAs will be
- Impose significant burdens during normal operation reviewed for applicability and a new goal will be set.
- Create nuisance conditions due to recurring equipment deficiencies
- Distract operators from noticing recurring conditions it is desirable to have a small number of operator work arounds, tnd to limit the time such work arounds persist.
j This indicator depicts the number of operator work arounds that
{
sxist, relative to Unit 3 goals for both number and age.
j Goal Comments Establishment of a new goal for 1999 will be performed after the OWA Repairs that are complete, but awaiting retest under procedure, OP 3260E is revised. The goal is to have s 10 OWAs and specific plant conditions, are not included in the total.
e none greater than 1 year in age will remain until then.
Performance Plan item B.2.b Data Source:
L. Palone x4737MP l Analysis by:
K. Kirkman x5090l owner:
M. J. Wilson x2081MP A 11
i Aggrogeto Impcct Millstone 3 R ic Performance is unsatisfactory.
b gress:
300 250 -
g Goal < 150 c 200 -
t Good 150 -
g 100-i 4
50 -
0 I '
i-i i
i t
i I
I i
i o
s s
s s
s s
a s
s M Aggregate impact Goal 10/18/98 11/1/98 11/15/98 11/29/98 12/13/98 12/27/98 1/10/99 1/24/99 2/15/99 2/28/99 3/15/99 3/31/99 gate impact 196 204 191 179 256 214 167 169 164 174 167 168 150 150 150 150 150 150 150 150 150 150 150 150 Operability Determinations 37 35 35 33 32 32 31 31 34 34 33 31 Temporary Logs 10 11 11 9
10 10 10 10 11 10 10 9
Tagouts > 90 Days 74 68 67 69 68 64 61 61 57 57 57 60 Op+r: tor Workarounds 23 21 17 17 17 21 21 21 21 21 21 21 Temporary Modifications 20 21 21 22 21 20 20 21 20 21 21 22 j
CRP Deficiencies 11 8
12 11 11 8
8 7
6 7
8 9
Alt PL:nt Configurations 12 10 10 8
6 7
8 8
9 9
9 9
)
Ut Annunciators 5
21 14 6
82 44 7
3 3
3 2
3 unplanned LCOs Entered 4
9 4
4 9
8 1
7 3
12 6
4 Dennition.
AnalysisfAction The indicator represents the sum of the following key Closeout of Operability Determinations is meeting expectations.
performance indicators: Operator Workarounds (OPS Physical work required to closeout Operator Workarounds, WAs), Control Room Panel Deficiencies (CRP Defs), ut Temporary Mods, and Long Term Tagouts is being scheduled for the Annunciators (Lit Ann), Tagouts > 90 Days (Tagouts),
refuel outage or on-line, as appropriate. In addition, program Unplanned LCOs Entered (LCOs), Temporary improvements to improve the Operator Workarounds program and Modifications (Temp Mods), Attemate Plant Configurations long term removal of equipment from service are in place, or being (APCS), Temporary Logs (Temp Logs) and Operability developed. Management continues to review progress on these Det:rminations (ODs).
weekly.
Goal Comments The goal is to have the aggregate impact < 150.
l I
Dois Sowce:
KPrslAnalyele by:
J. Langan x5544 MP l Owner:
M. Wilson x2081 MP A-12
O Corrective Action /Self O
Assessment Indicators O
i Condition Rcport Evaluation Timalinoco Millstone 3 Progress:
Performance needs improvement.
\\
40
(
35 Goal < 30 days 30 -
25 - lt l-i-t-IIt GO0d f 20 -
0 I
t 1
l 1
i i
a s
s a
s s
s s
s a
i M Average Age of CR Evans Goal I
new osta 10/15/98 10/31/98 11/15/98 i t/30/98 12/15/98 12/31/98 1/15/99 1/31/99 2/15/99 2/28/99 3/15/99 3/31/99 Average Age of CR Evale 20.1 23.9 25.8 26.1 30.8 24.s 28.0 23.0 25.0 22.2 20.0 21.6 Goal 30 30 30 30 30 30 30 30 30 30 30 30 Total CR Evals Required 90 106 77 88 41 43 61 67 45 53 67 29 Evals Completed 90 106 77 88 41 43 61 67 44 53 67 28 Percent Evals Completed 100 %
100%
100%
100 %
100%
100%
100%
100 %
98 %
100%
100%
97 %
Evals Completed within 30 days 82 85 60 68 25 34 43 48 35 45 61 25
% Evals Completed within 30 Days 91 %
80 %
78 %
77 %
61 %
79%
70 %
72%
78 %
85 %
91 %
86 %
Goal (CR evar) 97%
97 %
97%
97%
97%
97%
97%
97 %
97 %
97 %
97 %
97 %
Total Open Evals > 30 Days 12 8
6 2
Level 1 Evals > 30 1
2 2
1 Age of Level 1 > 30 42 44 51 86 Definition Analyels/ Action This indicator depicts the average age of Level 1 & 2 Condition Reports The average age of CRs (approx. 20-22 days)
(CRs) which were expected to be completed during the time period continues to exceed expectations.
evaluated. This includes CRs with completed evaluations and those riith evaluations still open.
Percent of evaluations within 30 days continues below 97%. However, linear regression analysis over the Once issued, Condition Reports are evaluated to determine the past 3 months continues to indicate a positive trend in corrective actions that are necessary to address the issue and prevent age and evaluations completed in 30 days. In addition, recurrence. The 30 day clock begins on the day the assignment is the total number of evaluations > 30 days has reached made and ends when the CR is received in the Corrective Action a low of 2.
Department for review.
Goel The goal is for the average time to complete a CR evaluation to be:
Excellent / GREEN: s 20 days & 100 % completed within 30 days.
Comments Satisfactory / WHITE: s 30 days & > 97 % completed within 30 days, Needs improvement / YELLOW: s 30 days & s 97 % completed within 30 days, G Unsatisfactory / RED: > 30 days.
Date Source:
AITTSl Analysis by:
G. Rescek x2433 MPl Owner:
G Winters x5491MP B-1
Ovardua Ccrrectivo Actiona Millstone 3
)
Progress:
Performance is satisfactory.
i 7.00 %
j 6.60 %
6.00%
]
5.50 %
- Excellence Goal 51%
Satisfactory Goals 3%
t I
0.00%
1 I
l l
l l
l 1
l l
l h
h h
h h
h h
h h
h 5
8 5
5 S
5 S
E 2
a 8
l
% Overdue -Ill-Goal (excellence)
Goal (satisfactory) l Raw Dets -
10/15/98 10/31/98 11/15/98 11/30/98 12/15/98 12/31/98 1/15/99 1/31/99 2/15/99 2/28/99 3/15/99 3/31/99
% Overdue 3.80%
4.02 %
4.41 %
4.50%
4.00 %
5.18%
3.73%
4.23%,4.00%
2.50 %
4.02 %
2.00%
Excellence Goal s 1%
1%
1%
1%
1%
1%
1%
1%
1%
' 1%
1%
1%
1%
Setlefactory Goal < 3%
3%
3%
3%
3%
3%
3%
3%
3%
3%
3%
3%
3%
Open Level 1 C/A 254 243 232 220 197 212 227 224 223 205 198 211 Open Level 2 C/A 2571 2493 2468 2422 2423 2403 2350 2303 2300 2240 2193 2129 Total Open C/A 2825 2736 2700 2642 2620 2615 2577 2527 2523 2445 2391 2340 Total Overdue C/A 110 110 119 119 107 135 96 107 101 63 96 49 Dennition '
Analysia/Ac60n This indicator depicts the percentage of the total Corrective For 1999, performance in this area will be part of each j
Actions (C/A) that are overdue.
manager's Personnel Performance Appraisal (PPA).
This increased accountability should result in improved Corrective actions are developed to address issues and problerns performance.
Identified by Condition Reports (CRs). Overdue corrective actions tre ones that have not been completed by the scheduled riue date.
A goal for satisfactory performance has been set at 3%, with the goal of 1% set for excellent performance.
It is desirable to have a low percentage of overdue corrective tctions relative to the total number of corrective actions that are The percentage of overdue actions for this reporting open.
period is satisfactory. However, it has been unsatisfactory for the majority of the quarter (4 out of 6 reporting periods) and continued management attention is warranted.
Goal The goalis for the percentage of overdue corrective actions to be:
Excellent / GREEN:s 1%,
Consnients Satisfactory / WHITE: s 3%,
Needs improvement / YELLOW: > 3% for < 4 weeks, 9
Unsatisfactory / RED: > 3% for > 4 weeks.
oess source:
AITTsl laaN by:
G. Reecek x2433 MPl Owner:
G. Winters x5401MP B-2
Condition Roport Evcluation Quality Scoro Mill:tana 3 Progress:
Performance Is satisfactory.
.. 00 3.50
-. +.
g
-*-e-*-
4.-.-e.
Goal 2 3.0 A
2.50 2.00 -
GOOD 1.50 -
1.00 -
0.50 -
NA NA 0.00 i
i i
I i
i r
i I
I s
s s
s a
s a
a s
a l
Average Quality Score Goal (satisfactory)
- +- Avg Score for last 50 CRs
- - - Goal (excellence) l
{
Raw Dets ~
10/15/90 10/31/98 11/1540 11/30/90 12/15/90 12/31/90 1/15/99 1/30/09 2/14/99 3/1/99 3/16/99 3/31/99 Average Quality Score NA 4.00 2.00 NA 3.00 4.00 3.71 4.00 4.00 3.00 3.60 4.00 Goal (exceNonce) 3.90 3.00 3.80 3.80 3.80 3.30 3.00 3.00 3.80 3.80 3.90 3.90
~
Goal (setietectory) 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Avg Score for leet 50 CRs 3.13 3.19 3.16 3.16 3.15 3.20 3.36 3.46 3.49 3.47 3.50 3.49 Total Reviewed 0
4 1
0 2
3 7
2 2
2 5
2 Accepted 0
4 0
0 1
3 6
2 2
1 4
2 Accepted with Comment 0
0 1
0 1
0 1
0 0
1 1
0 Rejected 0
0 0
0 0
0 0
0 0
0 0
0 Rejected 0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0*4 0.0%
0.0%
0.0%
0.0%
0.0%
Rejection Rate na 0.0%
0.0%
na 0.0%
0.0%
0.0%
00%
0.0%
0.0%
0.0*4 0.0%
DeNnithm AnalystalAction This indicator reflacts the quality of condition report (CR)
The last 8 reported scores have been 3.00 or above with evaluations presented to the Management Review Team (MRT).
4 of the last 6 a perfect 4.00.
j Each evaluation is reviewed for the adequacy of the proposed plan to address the issues identified by the CR. Point values are The 3 Month Quality Score Average remains above 3.00 assigned to each evaluation as follows:
with an overall positive trend.
Accepted - 4 points Accepted with Comments - 2 points Rejected Opoints A weighted e > rage Quality Score is then calculated:
(# Eval X 4 ooints)+ (# EvalsWC X 2 ooints)
Total # Evals Reviewed Where:
- Evals = The # of evaluations accepted with out comment,
- EvalsWC = The # of evaluations eccepted with comments, Goel Total # Evals Reviewed = The total # of evaluations reviewed.
The goal is to achieve, on a sca!e of 0 - 4.0, an average quality score of:
Commenry Excellent / GREEN:2 3.8, Satisfactory / WHITE: a 3.0 Needs improvement / YELLOW:2 2.0, Unsatisfactory / RED: < 2.
Deze soure.
Ants l Aneiyeis by:
G. Reecek x2433 MPl Owner.
G. Winters K5491 MP B,3
Humcn Perfermanco Millstone 3 Progress:
Performanceis unntisfactory.
100%.
Satisfactory Goal:a 95% of Total 95% -
nu 90% -
N 85% -
2 80% -
75% -
A 70% <
65% -
So%.
55%.
P*4 I
1 1
1 I
t t
I l
l Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 98 98 98 98 98 98 98 98 98 99 99 99 l m% Low si9nincance (Precursor) Errors Saastactory Goet l Raw Date Apr-98 May-98 Jun 98 Jul-98 AuG-98 Sep-98 Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mar-99
% Low Significance (Precursor)
Errors 91.1 %
42.0 %
98.3 %
92.8 %
97.4%
90.0%
92.3 %
100.0 %
100.0 %
96.3%
96.1%
92.8 %
Setlefactory Goal 95 %
95 %
95 %
96 %
95 %
95 %
96 %
96 %
96 %
96 %
96 %
96 %
O-Human Error Precursor Events 102 76 69 37 37 9
24 17 41 61 73 77 Human Error Near Miss Evente 10 16 11 3
1 1
1 0
0 3
3 4
Human Error Breakthrough Events 0
0 0
0 0
0 1
0 0
0 0
2 Total Human Error CRs 112 92 80 40 38 10 26 17 41 64 76 83 1000 Productive Hours Worked 155 66 150 03 134 61 148 65 96.22 90.70 92 92 94 08 122.86 86.95 93 82 97.86 DeNnition '
-L Analyele/ Action This indicator depicts the percentage of human errors with low Performance for March is unsatisfactory due to 2 break through significance relative to the total human errors identified, and events. However, the satisfactory performance goal was been compares the percentage to the unit goal. Human errors are achieved for most of the quarter (2 of the 3 months). The 2 Identified through Condition Report evaluation, and the errors break through events for March were:
are categorized by significance level.
- 1) M3-99-0663; Bucket truck was left unattended and locked in an isolation zone, obstructing camera The most significant errors are called " breakthrough events",
observation.
and are characterized by a breakdown of all barriers.
- 2) M3-99-0802; Unexpected entry in Tech Spec 3.0.3 for Brsakthough events result in consequential events such as approx. 3 minutes during removal of the 'A' OSS pump plant transients, major equ!pment damage, operation outekle from service while the 'B' QSS was already INOP."
of the design bases, etc. "Near-miss" events involve the breakdown in multiple barriers, but have little consequence.
Comments -
As such, they represent a lower significance level.
Data mostly reflects preliminary trend codes before a CR
" Precursors" involve the breakdown of few barriers, are caught investigation is performed.
earlier in the event chain, and generally resultin no significant consequences. Precursor events represent the lowest go,g significance level.
The goal is for the percentage of low significance errors e f al an m
!! Is desirable to have a higher percentaDe of low significance human errors (precursor events) to total errors to allow for the Excellent / GREEN:298%
implementation of corrective actions at a lower threshold' Satisfactory / WHITE:2 95 %
thereby preventing more significant errors' Needs Improvement / YELLOW:2 75 %
Unsatisfactory / RED: < 75% or breakthrough event Dets Sowce:
ArrTSlAnalysde Sy G. Rescek x2433 MPl Owner: l G. Winters x5491MP D4
Prcccduro Complicnca Millstone 3 Q
Progress:
Performanceis unsatisfactory.
1.00 0.90 -
Satisfactory Goal < 0.75 0.80 -
0.70 -
g j 0.60 -
Good l 0.50 -
Excellence Goal < 0.25 Y
0.30 -
0.20 -
0.10-0.00 l
l l
1 I
I l
i I
l l
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 98 98 90 98 98 98 98 98 98 99 99 99
% Total Non Compliance Errors /1000 hrs Excellence Goal --tK-- Satisfactory Goal l RawDets Jul-98 Aug-98 Sep-98 Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mar-99 Total Non Compliance Errore /1000 hre 0.12 0.24 0.43 0.23 0.18 0.41 0.51 0.81 0.86
)
Excellence Goal 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 V
Satisfactory Goal 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.75 0.75 Technical Procedure Non-Compliance Errors /1000 hrs 0.03 0.06 0.09 0.03 0.03 0.32 0.09 0.15 0.17 Admin Procedure Noncompliance Errors /1000 hrs 0.09 0.18 0.34 0.19 0.15 0.09 0.41 0.66 0.68 HOURS WORKED (1000 HRS) 148.65 96.22 90.70 92.92 94.08 122.86 86 95 93.82 97.86 Technical Procedure Non-Compliance 5
6 8
3 3
39 8
14 17 Administrative Procedure Non-Compliance Errors 13 17 31 18 14 11 36 62 67 Total Non Compliance lasues 18 23 39 21 17 50 44 76 84 Definition '
AnalysisfAction This indicator depicts the procedure non-compliance errors per The total non compliance errors /1000 hours 1000 hours0.0116 days <br />0.278 hours <br />0.00165 weeks <br />3.805e-4 months <br /> worked. Procedure non-compliances are broken worked has increased over the past quarter. A down into 2 categories: non-compliance with technical change in the basis for selecting a procedure non-procedure - these errors are associated with operational or compliance trend code was instituted in December maintenance procedures or work orders and are generally 1998, and may be partially responsible for this continuous or generallevel of use procedures; non-compliance increase, however the total effect of this change is with administrative procedure - these errors are associated not totally understood is and under review.
with a non-compliance with an administrative or program procedure and are generally level of use procedures.
Total Non-compliance error rate is calculated based on the total of administrative and technical procedure violations per 1000 hours0.0116 days <br />0.278 hours <br />0.00165 weeks <br />3.805e-4 months <br /> worked.
Goe! -
The Unit 3 goal is for procedure compliance in errors per thousand manhours (CRs) to be:
Comments Excellent / GREEN: s 0.25, O,.
Satisfactory / WHITE: s 0.75, Needs improvement / YELLOW s 1.0 with an improving trend, Unsatisfactory / RED: > 1.0.
Dets Souros-AITTS l Analysis Sy:
G Rescek x2433l Owner-G. Winters x5491MP B-5
O O
Indicators O
On Lino Bcckleg Work Ordar Stctuo (3
v (Cgres8 Performance is satisfactory.
1000 e00-New Goal (Total) < 400 000-New Goal (PRA) < 200
)
8 g
Good
{
5 5
N M PRA Risk Sig. AWOs Non-PRA Risk Sig. AWOs
-+ -Work Off/ Goal (Total AWOs)
-e-Work Off/ Goal (PRA AWOs)
Raw Dnie 1/2/99 1SS9 1/16S9 1/23/99 1/30/99 2099 243S9 2/20 S 9 2!27/99 3@99 3/13S9 3/20/99 3/27/99 NonPRA Risk Sig. AWOs 182 241 241 227 221 235 241 229 220 225 222 222 203 PRA Risk Sig. AWOs 152 179 182 186 189 191 181 174 160 146 146 140 133 Work Off/GoaHPRA AwOs) 200 200 200 200 200 200 200 200 200 200 200 200 200 Total AWo Backlog 334 420 423 413 410 426 422 403 300 371 368 302 336 Work Off/ Goal (Total AwOs) 400 400 400 400 400 400 400 400 400 400 400 400 400 DeGnition Analyels/ Action This indicator depicts the number of on line Corrective Maintenance On January 9, approximately 72 work orders were scoped out of (CM) Automated Work Orders (AWOs), and the porton of those RFO6 and put into the On-line process causing the step change associated with Probabilistic Risk Assessment (PRA) risk significant above out present backlog goal, systems.
26 backlog work orders were developed to support repairs of the Condensate Demin MOVs causing a step change in backlog. In PRA Risk Significant systems are systems required to protect the order to minimize the RFO6 duration, work activities continue to reactor core or mitigate the consequences of an accident, be scoped out of RFO6 and put into the On-line process.
Work awaiting post maintenance testing or closure is not included in The added focus and resources being applied to the preparation this KPl. Also excluded are AWOs for support work, such as of RFO6, support of MP2 startup and support of Seabrook's insulation removal, outage work, and Preventative Maintenance or refuel outage by the Unit are having an efff ct on the backlog work Surveillance AWOs, as well as AWOs not associated with power off curve.
block equipment.
Backlog for PRA risk significant systems is presently 133, meeting the goal of 200. Total backlog is currently 336, meeting j
the goal of 400. Backlog performance is meeting management expectations.
Goel
Comments l
"he goal is < 400 Total On-Line Corrective Maintenance AWOs per KPl Data current as of April 03,1999. (Work Week 9914) l hit. Of these 400,less than 200 will be PRA risk s;gnificant AWOs.
Does Source PMMSl Analysis by:
M. Gaapeau x5358MPlOirner S. Brinkman x5321MP o-1
On Lino Schadulo Porformanca YC97988; Performance needs improvement.
% Work Activities Started on Time
% Work Activities Completed on Time 100 %.. New Goala 90%
100 %.
New Goala 90%
_. mmm._
- _=
A 80%.
80% -
N 60% -
60% -
40%.
40% -
20%-
20% -
0%
0%
5 E M $a E N h 5
5 H 2 E R S l
M Percent Start 1d Goal l
M Percent Completed Goal l
Raw Dets '
1/9/99 1/16/99 1/23/99 1/30/99 2/6/99 2/13/99 2/20/99 2/27/99 3/6/99 3/13/99 3/20/99 3/27/99 Percent Started 90%
91 %
96 %
90 %
93%
94 %
96 %
96 %
96 %
94 %
92 %
91 %
Goal 90 %
90%
90%
90%
90%
90%
90 %
90 %
90%
90 %
90%
90%
Total Scheduled Starts 2 71 221 269 200 242 193 212 186 244 197 272 215 Total Actual Starts 243
, 201 256 233 225 182 204 179 235 185 250 195 Percent Completed 84 %
83 %
86 %
88 %
91 %
89%
94 %
92 %
93 %
96 %
81 %
88 %
Goal 90 %
90 %
90 %
90 %
90 %
90%
90 %
90 %
90 %
90 %
90%
90 %
Total Scheduled Completons 238 219 262 232 268 201 208 190 225 187 261 204 Total ActualCompletions 200 182 223 205 244 179 195 175 210 179 211 180 DeRnition Analysis / Action This graph illustrates the performance of scheduled starts Performance of scheduled work activity starts has met the and completions of work activities detailed in the on-line 12 expected goal for the past 4 weeks with an average of 93%.
Week rolling PMMS AWO (automated work order) work plan.
Performance of scheduled work activity completions has not met This is tracked on a weekly basis and is captured Friday the expected goal for the past 2 weeks, however, the average for before the subject work week and analyzed on the Monday the past 4 weeks is approximately 90% No work was performed following the work week.
on Monday (3/15/99) because of the site power outage. This j
outage had a big effect on the work efficiency for the week.
1 i
Goel' Comments The goals are 90% of work activities to stet on time and 90%
KPt Data current as of Aprl! 03,1999. (Work Week 9914) j
' work activities to complete on time (within wcW % ten).
l l
Dets Source:
P3 Schedule l Analysis by:
M. Galipeau X5358 MPl Owner:
S. Brinkman x5321MP C-2
O configuration O
Management Indicators O
Configuretion Menegament Summery - CM Awaronocs Millstone 3 ogress:
cM awareness in oesign Bases, Licensing Bases and Misceitaneous is satisfactory. CM Awareness in Operations needs improvement.
100.0 %
~
80 0%
Goal 2 80%
7 a
3 y___
80.0 %
3_
7__
70.0 %
f 60.0%
f I som.
I
]
Good j 400%
30.0 %
20.0 %
10.0 %
0.0%
-l
-1
-l
-1
--I
-I Apr 98 May 98 Jun 98 Jul 98 Aug 98 sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 MDesign Bases: % Proactive MLicensing Bases: % Proactive
' Miscellaneous: % Proactive C""3 Operations: % Proactive
--M-Goal Reev Data Apr 98 May 98 Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 99 Feb 99 Mar 99 Derdgn Bases: % Proa Aive 53 %
69%
86 %
89%
100%
90 %
91 %
83 %
96 %
100 %
94 %
100 %
Ucensing Bases: % Proactive 60%
61 %
65%
83 %
75 %
60 %
67 %
69%
100%
92%
79%
92%
Misc ;; n,cus: % Proactive 68 %
67%
86 %
87%
71 %
85%
79%
77 %
78 %
76 %
69%
82 %
Operations: % Proactive 59%
79%
76 %
86 %
82%
83 %
70 %
88 %
96 %
94 %
88 %
74 %
Goal 80.0%
80.0 %
80.0 %
80.0 %
80.0 %
80.0 %
80.0 %
80.0 %
80 0 %
80 0 %
80.0 %
80.0 %
Definition Analysle/ Action This KPI reflects the culture of Millstone Unit 3 on awareness Of the 27 Operations CM related CRs,7 were classified as to cnd self-identification of Configuration Management (CM)
' reactive'. The 7 CRs were classified as " reactive" because the issues by tracking and trending CM related Condition Reports method of discovery was event driven. The Operations Corrective (CRs).
Action Coordinator is aware of these 7 CRs and is tracking all human error events.
Proactive CRs are those that are issued prior to a loss of CM cvent. In order for the CR to be proactive, it must be CM Of the 105 Miscellaneous CM related CRs,19 were classified as relited CR at level 2 or 3 and either Self identified (SELF),
" reactive". With 8 CRs conceming training and qualification, Training Program Identified (PROG), or Line Management identified was the highest single area among these 19 CRs. Of the 8 Training (LINE).
CRs,5 resulted from audit activities,6 were related to the Corrective Action area, and 3 were related to Admininstrative Procedures.
R: active CRs are those that are issued after a loss of CM.
Such CM related CRs criteria are: any level 1 CR, any CR identified by Nuc Oversight (INOV), Extemal Oversight such as NRC (EXOV), or a result of an Event (EVEN).
Goal ~
Not0: (1): " PROG" has been taken out of SI-100.2 after The goal is to have the total number of proactive Configuration 6/1/98. This criterion is kept to categorize historical data only.
Management related CR's for each reporting period 2 80%.
The definition of 'SELF" now covers " PROG".
Comments This KPl summarizes historical data from AITTS and the Unit 3 g
Tracking and Trending Database. Number of CR's for each month can vary slight due to the difference between the Discovery Oste and the CR Written Date.
Data Source:
AITTS. CR Tracking and Trendrig Database l Analysis by:
J H Rein x3543MP l owner:
J. H. Mutchler x2313MP D-1
o Additional g
Indicators O
'O Security O
Indicators 1
O
Centrcl cf Scfagucrdo Informction Millstone Site c Progress:
Performance needs improvement.
b 5
Data is current through 3/31/99 Goals 3 events for the year 3
k 3-uJ f
el f
L9 Y
l l
ca 1-0 i
l i
I I
I I
I l
l 1
j Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Jul 99 Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 mCumulative Safeguards Events Goal Raw Dets ;
Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun-99 Jul-99 Aug-99 Sep 99 Oct-99 Nov-99 Dec-99 Cumulative Safeguardo Evente 1
2 2
Goal 0
1 1
1 1
2 2
3 3
3 3
3 g
Safeguards Events (Monthly) 1 1
0 Definition '
AnalysisfAction (cont.)'
j This indicator depicts the cumulative number of events where Safeguards information was found and determined to be uncontrolled. The data reflects the actual number of events based on information obtained from Security Reports and Condition Reports.
Goni-The goal is to have no more than 3 safeguards events per year.
AnalyslalAction Two events have occurred in the first quarter of 1999. One event
)
involved a drawing containing safeguards information discovered missing during an Si cabinet inventory. The second event involved an Si document being left unattended in an office.
During 1999 and 1998 a goal of 3 events was established - which represented a 50% reduction from the 1997 goal.
Comments -
Review of these events does not indicate a common cause.
Datais current through 3/31/99 Information from industry benchmarking and the results of p
discussions with HPES personnel are being reviewed to determine if any further actions are needed.
tg Dets Source:
Security t.nd Condition Reports l Analysis by:
M. Skorupski x4905l Owner-M. Skorupski x4905 E-1
Vohicla Centrol incida tha Pratcctcd Arm Millstone Site N) Progress:
o Performanceis satisfactory.
14 Data is current through 12 -
3/31/99 1
10-f,,
Good w
j 1999 Goal = 5 events for the year -
e.
h Y
4-g.
G-o 0
o Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 99 99 99 99 99 99 99 99 99 99 99 Cumulatrie Vehicle Evente Goal pggy gygg -
+4 Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Cumulative Vehicle Evente 0
0 0
Goal 0
1 1
2 2
3 3
3 4
4 5
5 t
Vehicle Events 0
0 0
DeNnition ;
a AnalysisfAction (cont.) ;
This indicator depicts the cumulative number events where vehicles were not controlled property in accordance with station procedures. Events involve keys left in unattended vehicles. This data reflects the actual number of events based on information obtained from Security Reports and Condition Reports.
Goal ~
The goal is to have no more than five vehicle events per year.
Analysia/ Action.
No events involving improperty controlled vehicles within the Protected Area have occurred in 1999.
can,n, ente Data is current through 3/31/99
%/
Data Source:
Security and Cordition Reports l Analysis by:
M. Gelinas ext. 4258l Owner:
M. Gelinas ext. 4258 E-2 l
)
Scourity Bcdga Centrel Millstone 3
/M k.) g7988; Performance is satisfactory.
70 65 60 Datais current through 3/31/99 55 Goals 66 for the year 40 Good f35 6 30 25 20 15 o 10 5
II o
Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Jul 99 Aug 99 Sep 99 Oct 99 Nov 99 si 99 M Security Badge Control Events (curnulative)
Goal Raw Dets Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Jul 99 Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 h rity Badge Control Evente J
0 1
3 (cumulative)
Goal 6
11 17 22 26 33 39 44 50 55 61 66 Security Badge Control Events 0
1 2
(rnonthly)
Definition.
Analysia/ Action This indicator depicts the number events where security badges including keycards were found uncontrolled or lost inside the Protected Area due to human error. This indicator reflects the actual number of events. The data is obtained from Security Reports (SRs) and Condition Reports (CRs).
Goel' Comments The goal is to have s 5.5 events per month for 1999.
5 Source SRs/CRsl Analysis by:
M. Gel s x4258MPl Owner:
M. Gelinas x4258MP E-3
Csntrcl cf Vicitcro incido tha Pretact d Arca Millstone 3 rogress:
Performance needs improvement.
l 12 Data is current through f10 3/31/99
. 9 8
7 o
Goals 10for 6
the year gog a 6 f4 3
Y
]2 1
0 l
i l
I l
i l
l I
I I
Jan 99 Feb 99 Mar 90 Apr 99 May 99 Jun 99 Jul 99 Aug 99 Sep 99 Oct 99 Nov 99 Dec 99 m Visitor Control Events (cumulative)
Goal l
Row Date Jan 99 Feb 99 Mar 99 Apr 99 May 99 Jun 99 Jul 99 Aug 99 sep 99 Oct 99 Nov 99 Dec 99 Visitor Control Evente (cumulative) 3 4
5 Goal 1
2 2
3 4
5 6
7 7
8 9
10 Visitor Control Events (month y) 3 1
1 DennMion AnalyslalAction (cont.)
Thb indicator depicts the number of events where visitors or in 1998 additional measures were implemented on a trial basis - to escorts committed violations of the security escort increase the awareness of both the visitor and escort. These requirements. This indicator reflects the actual number of measures include responsibility acknowledgement sheets signed by cvents. The data is obtained from Security Reports (SRs) both escort and visitor, and a unique identifier tag reminding escorts and Condition Reports (CRs),
of the proper sequence for processing out of the Protected Area.
During the first quarter of 1999 reminder signs were placed at all Goal i exiting turnstiles. In addition, a physical device was attached to the Ths goal is to have s 10 events for 1999, escort's keycard in the beginning of March requiring that the device be removed prior to exiting the Protected Area. No events hav-;
occurred since the device was implemented.
Analysla/ Action '
All incidents in the first quarter of 1999 involved situations where escorts and visitors exited the Protected Area tumstiles in reverse sequence - leaving the visitor unescorted in the Protected Area for a brief panod. In each event, the escort was interviewed and th6r unescorted Comments.
access suspended. Restoration of the eccert's unescorted l
ccess occurmd only after completion on refamiilarization of l
{
p requirements via coaching / counselling 4 raining.
I sns/CRsl Arssiysis by:
M. Gelinas x4258MPl Owner:
M. Gelinas x4258MP asas source E-4
1 O
1 Safety Conscious Work O
Environment Indicators 1
i s
o
Srfaty Csnacisuo Work Enviranmant Empisyees Willingn:ca to R:ise Cancerna NU Concerns and NRC Allegations Received, Millstone Station
-(} Progress:
Performance is satisfactory. The number of allegations to the NRC remains at U
n low level while the number of concerns received by ECP is higher.
40 35 Data current g
through W31/99.
2s U ** l 1.
10 6
.A N
Apr 98 May 98 Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec98 Jan 99 Feb 99 Mer 99
-G-NU Received
-*-NRC Received
"';"',' glLp y ggf y[yn, nfggG%
+ 0QQW jggy,
}p mp, Apr-98 May-98 Jun-98 Jul-98 Aug-98 Sep-98 Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mer-99 NU Reeelved 20 17 18 1s 28 1s 17 1s as 27 11 21 NRC Received 4
2 s
1 0
2 0
2 2
0 a
7 NU Rec'd YTD 00 107 125 144 166 185 202 220 246 27 38 50 Nr4C Rec'd YTD 18 20 25 26 26 28 28 30 32 0
3 to
__ m.
. g ;,jg. gg.,, qq g
mm m ux pp
., gg This indicator depicts the number of oonoems received each An increasing number of concerns submitted to the ECP month by the Millstone Employee Concems Program (ECP) suggests growing employee confidence in the ability of relative to the number of allegations associated with Millstone the Millstone ECP to provide an effective means by which issues or problems which have been submitted to the NRC concems can be resolved. The average number of Region i during the same time period.
concerns received per month in 1997, was 16. The average number for 1998 was 21, a 31% increase over The Millstone Employee Concerns Program (ECP) accepts the 1997 average, concerns related to a wide variety of issues, including nuclear safety or quality, management, industrial safety, security and 21 concerns were received by NU during March 1999.
other topics. Concerns may be submitted by current or former Two of the 21 concerns received were related to the employees and contractors. NRC allegations regarding Millstone Realignment Process.
l Millstone issues may be submitted by the general public, current or former employees and contractors or members of the NRC. Concerns may also be filed concurrently with the i
Millstone ECP and the NRC in the same time period.
PIMSh5MEKWisMJ/MfM~fEMMSDSiMME63 WNn5E#$UIM P "'~ A$@d M M Wi NU has not established a specific goal with respect to concerns Data current through 3/31/99.
received. However, it is desirable to have a relatively small number of allegations submitted to the NRC as a measure of employee confidence in the various NU resolution systems.
Performance Plan C.2.c.
Supports SCWE Success Criterion #1 k
Does Sounse C. Mtheko x4641MP lAnalysio by:
C. Mihako x4541MPl Owner-T. Burns x4335MP F-1
Milletsna Empicyee Crnacrno Cenfidanticlity Tr[nd Mill:trno St:tien ptj Pr0g(888:
Employee trust in Management's ability to properly handle concems is improving.
40 35 Data current through 3/31/99.
25 a
1
~
~
15
=
10 5
2 0
Apr 98 May 98 Jun 98 Jul 98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 08 Jan 99 Feb 99 Mar 99 l -*-Total Received Anonytnous and Confidentiality Requested l g) y7
%UgWMb
, N l; J mp7 3
g
<14 pg,
g3fy,
, 97 1998/1999 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Total Received by Month 20 17 18 19 22 19 17 1s 26 27 11 21 Anonymoue 7
2 s
s 4
3 2
s s
3 2
o Confident 6ality Requested 2
1 3
6 2
3 3
3 s
9 s
2 V
Confdentiality Waived 11 14 10 8
16 13 12 10 18 15 4
18
% Anon. and Confidentiality Req 45.0 %
17.6%
44.4 %
57.9 %
27.3%
31.6 %
29 4 %
44.4 %
38.5 %
44.4 %
63.8 %
0.5%
3 mo. ave. of %
37.0 %
29.6%
35.7 %
40.0 %
43.2%
38 9 %
29.4 %
$31%
37.4 %
42.5 %
48.8 %
39.2%
J y /3y( G M
^ ' " * (d >,
JO 6
4 Annadassalemamaamm
< (f f '
1 4
o s
4 This indicator depicts the number of concerns which are reported The three month average of the percent of concems filed to the Millstone ECP anonymously, and those for which anonymously or requesting confidentiality ending March confidentiality is requested, relative to the total number of concerns 1999 is 39%. The three month average is decreasing received.
after an increasing trend from October 1998 to February Concems requesting confidentiality or anonymity are reviewed to 1999.
determine (1)if there is a significant change in either the number or percentage of concems filed anonymously or requesting Criteria: (based on the rolling 3 month average of the %
confidentiality, (2) if any categories show discemible changes in of Anonymous and Confidentiality Requests) make-up or source of the concerns, and (3) if any new " focus areas" c.re identified.
Green < 30% for 3 month average The Performance Criteria is based on choosing 35% of concerns White - 30% - 40% for 3 month average filed anonymously or requesting confidentiality as the mid-point of the Yellow-40% 50% for 3 month average
" White" range. 35% was the approximate average during the Red - > 50% for 3 month average January September 1998 timeframe, used to support the basis of lifting the 10/24/96 NRC Order.
Current Status: White NkkWE d ShlW Si W ^ %,%
U*'
'W M$ W *Ceamanh ' W%
O' %
Data current through 3/31/99.
The goal ls to show no adverse trends in requests for confidentiality or anonymity, based upon an analysis of the concerns and data.
Performance Plan C,2,a.
Supports SCWE Success Criterion M Date Sowee:
C. M4hako x4541MP l Analysis by:
C Mt sko x4541MP l Owner-T. Burns x433EMP F-2
Subatanticted CsncSrna Invsiving l
Pstantici Vislatieno of 10CFR50.7 Millstone Station O Progress:
Performance is improving. There were no substantiated concerns involving
()
potential violations of 10CFR50.7 since August 1997.
[
30 25 Data current through 3/31/99.
20 1 I
15-Good 10<
lf 5-4 0
e c
c l
i Apr 98 May 98 Jm 98 Jul98 Aug 98 Sep 98 Oct 98 Nov 98 Dec 98 Jan 90 Feb 99 Mar 99
-e-# Aneged 10CFR50.7 HIRD Concerns
--G-Total Concams Recalved i
ggy M.
ij.y i NL yn ~ v ;
%g
,8
- -g
,w;g 3y, c
z r
1,
+
Apr-98 May-98 Jm-98 Jti-98 Au9-98 Sep-98 Oct 98 Nov-98 Dec-98 Jan-99 Feb 99 Mar-99 Total Concerns Received 20 17 18 19 22 19 17 18 26 27 11 21 j
s Alle9ed 10CFR50.7 HIRD Concerne 3
2 4
1 0
0 1
0 2
1 2
2
- Substantiated Potent 6al 10CFRSO.7 g'
Concerne 0
0 0
0 0
0 0
0 0
0 0
0 v,r Total e of alleged HIRD Cyicorne Received 10 4
7 7
7 2
9 6
11 S
3 9
% alleged HlRD Concerna 50 %
24 %
30 %
37%
32 %
11 %
S3%
33 %
42%
33 %
27%
43 %
% Ameeed 10CFR80.7 HIRo Concerne 18.0%
11.8%
22.2 %
8.3%
0.0%
0.0%
5.9%
0.0%
7.7%
3.7%
18.2%
0.8%
annenlanS r ' ( WM
( +
- w
- fi in W/
OE W >
s This indicator depicts the number of potential and substantiated Two alleged 10CFR50.7 concems were received in Harassment, Intimidation, Retaliation or Discrimination (HIRD) concerns March 1999.
involving alleged 10CFR50.7 violations relative to the total number of concems received.
Criteria (% alleged 10CFR50.7):
Green - < 10%
10CFR50.7 is a federal law which provides for the protection of White 10-20%
individuals engaged in protected activities. An example of a protected Yellow 20-30 activity is when an individual identifies an issue that he/she believes Red > 30%
impacts any aspect of activities at the Millstone Site that are regulated by the NRC, and communicates that concem to co-workers, supervisors, Current status: Green the Employee Concems Program (ECP), the NRC, Congress, or the media.
Criteria (# substantiated potential 10CFR50.7):
Green 0 l
A conservative classification criterion is used to categorize and Red - 1 or more investigate alleged 10CFR50.7 HIRD !ssues. Importantly, since December 1,1996, only three concems have been substantiated as Current status: Green involving a potential violation of 10CFF 30.7, and Oil three are related to n ninoin avant (MOVal QL "N$g, ' K &;, f Ly:q lWW;n e ' t
, *E COWIWenh @ I' N ED> ' ~
N'N*
E Substantiated concems involving potential violations of 10CFR50.7 are Data current through 3/31/99.
O infrequent and handled effectively. Performance Plan C.2.d Supporte SCWE Succees Criterion N Dets Source:
C. Mihalko x4541 MP l Anetyeis by:
C. Mihalko x4541 MPl Owner-T. Burns x4335MP F-3
O I
Leadership and O
Culture Indicators i
l l
i o
i
Millstone Station Leadership Assessment 1
l Progresa:
Att categories are sitehtly up from the summer se survey.
O Extraordinary 8.00 7.00 --
Very EWecHvo i
j j
ineNective Communicatio Leadership Performance Development Employee Overall ns Concerns
- Average "
EWinter-96 O Summer-97 DWinter-97 E Summer-98 E Winter-98 sm 7
Raw Date Winter-96 Summer-97 Winter-97 Summer-98 Winter-98 Communications 4.77 5.61 5.75 5.74 5.82 Leadersh5 4.95 5.77 5.88 5.84 5.92 Performance 4.42 5.29 5.34 5.31 5.42 Oa Development 4.64 5.45 5.54 5.53 5.61 Employee Concems 6.11 6.19 6.15 6.18 Overall Average "
4.7o 5.7o 5.8o 5.76 5.84 Dellfnition Definition (continued) '
The Leadership Assessment is a management tool for evaluating The primary purpose of the Leadership Assessment is to the relative strengths and needs of individual management provide meaningful information to Millstone management personnel at the Millstone Station, from first-line supervisor for the purpose of individual development. Although not a positions through the Nuclear Group CEO. A total of thirty-nine statistically valid survey tool, the results are also questions are posed to employees regarding leadership evaluated at an organizational level to trend improvement performance in four separate categories: Communications, in management performance.
Leadership, Performance Accountability, and Development; a fifth category for evaluating performance relative to Employee j
Concerns was added to the assessment in the Summer of 1997.
Analysis / Action j
Response are evaluated against an 8-point scale, with "1" Movement in the Leadership score is slightly positive. All j
representing ineffective performance, "2-3", indicating somewhat categories continue to score as " effective" (4-5), at a j
cffective, "4-5" rated as effect/ve, "6-7" depicting very effective minimum, with employee concems showing as "very 1
performance, and "8" representing extraordinary performance.
effective" (6-7).
)
I Goel Comments j
The organizational goal is to show improving trends in all
" This value is the numerical average of the individual categories, assessment questions not the average of the category
{
scores.
j
)
v i
Data source LeadersNp Assessment l Analysis by:
M. Gentry x5228MPl Owner-M. Gentry x5228MP G1 l
Millstone Station Cultural Survey Progress: Progress is satisfactory. Results from the December 1998 Culture Survey show a slight decrease In the Adjusted Culture Index. Overall, the data O
Indicates a sustaining of the positive culturalimprovement observed over the past 18 months.
25.00 20.00 -
i 15.00 -
Goal = 13.0 Jun-96 Oct-96 Jun-97 Nov-97 Jun-98 Dec-98 E Adjusted Culture Index Raw Dats Jun-96 Oct-96 Jun-97 Nov-97 Jun-98 Dec-98 C
Adjusted Culture index 11.60 11.46 12.88 13.07 12.99 12.75 Numberof Participants 1026 1240 1487 1926 2104 1757 Goat 13 13 13 13 13 13 Definition Aralysis/ Action NU originally contracted Performance Improvement Despite the slight decrease (< 2%) in the Adjusted international, Inc. (Pil), formerly FPl to assist in the Culture Index (Cl), analysis indicates a sustaining of the assessment and improvement of nuclear organization at cultural improvement observed over the last 18 months.
the Millstone Station. A " culture survey" was conducted to Continued management attention is still required, quantify employee responses on five critical factors that especia!!y in efforts to improve processes (predominately Pil has determined have high statistical correlation to the corrective action process and procedures). These future organizational performance. The five critical areas areas showed significant declines in the December 1998 are: High Management Expectations via Strong Mission survey.
& Goals, High Knowledge & Skill Level, Strong Lateral The range of the Cl is 5 to 20. A Cl of less than 8 is Integration, Simple Work Processes, and Strong Self-indicative of problem plants. A Cl of greater than 14 improvement Culture & Program. The results of the indicates a strong probably of continuous improvement.
survey are used to construct the Pil " Culture index." This Scores ranging from 10 -14 are in a metastable range, Culture index (Cl) has been statistically demonstrated to indicating the need for continuous monitoring to assure have a strong correlation to future performance.
sustained performance improvement. The current Adjusted Culture Index of 12.75 places Millstone Station in the metastable range and continues to indicate sustained emphasis on improvement efforts and monitoring is fully appropriate.
Goal -
Cornments p
NU has established a goal to achieve an Adjusted V
Cultural Index of 13.0.
Dets Source Culture Survey l Analysis by:
E. Fries x 5458 MPl owner:
A. Elrns x 5388 MP G-2
O
)
Nuclear Oversight O
Indicators O
Nucber Overcight Vorification Plan Roculto Millstono 3 Progress: The Emergency Planning aren is receiving management attention and support that should help Improve performance. Work Control and Environmental Monitoring require continued O
focus to sustain performance improvement. Performance decline has been noted in the Corrective Action aren, with the average age oflevel 1 CRs continuing to increase. RFO6 preparation continues to show improvement but stillremains a challenge given the short time until the outage starts.
OverallUnit Rating this period: YELLOW Unit Evaluation Areas l 7/10/9e l ale /De l 9/11/9e l 10/9/98 l 11/e/98 l 12/e/9s l 1rt/99 l 2/10/9 9 3/11/09 4/e/99 Operations l4 Y. l. -.Y. l':Y.l w l
.Y l
Y.:l!
Y-l '
.Y.
Yl Y.
Work Control
- Y Y
Y..
Y.
Y-
'. Y :
- Y-Y.
Y-Y~
En ineerin Y:
Y
.Y'
'Y Y.
- Y.
.Y.
Y.
.Y.
I Corrective Action Y
Y:
-Y.
Y' T k.
SelfAssessment El w l w l w w
w Maintenance
<Y Y
.Y4
- Y4l..,Y. l W l W l W w
w Health Physics l w l W l w l w l w l w l w l w w
w Chemistry W
W W
w Y
.Y.
Y~
Y.
.Y:
5Y.
Fire Protection Y:
Y w
w
-Y.
.Y w
w w
ProceduralQua nce w
w w
TT RefuelOutage Preparation TT Common Site Programs 7/10/98 l 8/6/98 l 9/11/98 l 10/9/98 l 11/6/90 l 12/8/98 l 1/7/09 l 2/10/99 l 3/11/99 l 4/s90 Security l w l w l w l w l w l w l w l w l, w Emergency Plan l w l w l w l w l w l w l w lY l Yj Training l W l w l w l w l w l w l w l w l w EnvironmentalMonitoring w
w w
w w
w w
Y Y
OrganlantionalReelignment
-Y.
Year 2K Reediness
- i-
-Y Mm
- n
,i v x
~ -
u<
w-
. rw Each of the above listed issues are manaamad based on a set of attributes derived from NU,INPO and NRC documents which provide standards, objectives and inspection guidance. In general, the color corresponds to following scores. Colors will normally change after two periods of consistent performance.
- Includes overall Millstone site Y2K Readiness.
I I
Excellence /Significant Strength (GREEN)90-100 l
l Satisfactory / Normal (WHITE) 70-89 LJ Tracking to Satisfactory /Needs improvement (YELLOW) 40-69 Not Meeting "t 7
- ,t Expectations /Significant Weakness (RED) 0-39 Not a====aad (BLUE) lAner ein by
- AenenedLande l Owner: R. Nocci oman sowce: Aene nedLeade e
r H1
Index 0
Backios anagement indicators m
Millstone Unit 3 Backloa Management KPls B LK-1.........................
Configuration Management Discovery B L K-2............................. Engineering Backlog B L K-3............................ Total Corrective Action Assignments B LK-4......................
DR Corrective Action Assignments B L K-5..............................Corrective Maintenance AWOs B L K-6...........................
Open Operability Determinations B L K-7............................. OperatorWork Arounds B L K-8............................ Control Room and Annunciator Deficiencies B L K-9..............................Temporary Modifications B L K-1 0.........................
Non Conformance Reports
%.J l
O i
i Backlog Management O
. indicators O
I Backlog Managomont Configuration Management Discovery Ogress:
Perfonnance is satisfactory.
em 500 Good M
o
- 200 100 0
i i
l l
l l
l l
l l
l 1/1W9 1/31/99 2/15/99 3/1/99 3/16/99 3/31/99 4/15/99 4/30/99 5/15/99 5/30/99 6/15/99 6/30G9 M Configuration Management Diccovery (Recovery Backlog) -Goal of completion by 6/30/02 (RFO6 mode 2)
Raw Dets 1/15/99 1/31/99 2/15/99 3/1/99 3/16/99 3/31/99 4/15/99 4/30/99 5/15/99 5G0/99 6/15/99 6/30/99
^
Confquration Management
.ccovery (Recovery Backlog) 468 453 422 408 396 379
' Goll of completion by 600/02 (RFO6 mode 2) 379 374 369 365 360 355 350 Definition >
Analysis / Action This indicator depicts the number of Open item Report Engineering and other departments are continuing to work off items (OIRs) and Unresolved item Reports (UIRs) for which the in parallel with resource loading efforts, corrective actions are not yet complete. These items in the Corr:ctive Action Program for tracking and close-out purposes.
A new workoff schedule has been established. The backlog is expected to be completed by 6/30/02 I
i i
Gonl Comments The Configuration Management backlog will be dispositioned 30/02.
Data Source:
G. Rescek x2433MPl Analysis by:
G. Rescek x2433MPl Owner:
G. Winters x5491MP BKL 1
Backleg Mancgomant Engineering Backlog Ogr6SS:
Performance is tracking to satisfactory since short term goals have been met.
s Longer term work-off curve will be added later.
400 -
350-
~
300-250 -
8 Good 200 -
i.i 150 -
187 1/15/98 1/31/99 2/15/99 3/1/99 3/15/99 3/30/99 l 5 Backlog BRFOO6 E Backlog RFO 06 0 Backlog Other E New BRFOO6 5 New RFO 06 ENew Other l Raw Data 10/14/P8 10/28/98 11/11/98 11/30/98 12/15/98 12/31/98 1/15/98 1/31/99 2/15/99 3/1/99 3/15/99 3/30/99 Recovery (Pre-6/29/98) 608 641 654 619 612 615 606 594 583 567 548 535 New Work (Post 6/29/98) 162 84 83 84 88 96 104 110 117 121 126 129 Definition Analyals/ Action This indicator depicts the quantit/ of open engineering work The goal is currently under revision to be incorporated with the Unit document types, both deferred and cew. These types include 2 Engineering backlog plan. An appropriate long term workdown Engineering Work Requests (EWRs), Engineering Work curve will be developed in conjunction with the plan.
Assignments (EWAs), Design Change Records (DCRs),
Minor Modifications (MMODs), Plant Design Change Evtluations (PDCEs), Plant Design Change Records (PDCRs), Plant Modification Requests (PMRs), and Project Assignments (pas).
Maintenance Support Engineering Evaluation (MSEEs) are not included above except for the 75 orignal included at restart.
De:ign Change Notices (DCNs) and Replace item Evaluations (RIES) are not included in the above quantities.
Goal '
The Engineering backlog will be dispositioned by entry into mode 2 following completion of Refueling Outage 06 plus six Commanfa months. At Recovery Restart Mode 2 plus 90 days (S/30/98) organizational requirements will be determined, resource q
ded plan finalized, and RFO6/ cycle 6 modification list 4ued.
V. Wesshng X4400 MPl Analys/s by:
R. Andren X5727l owner:
R Andren x5727MP Os3 Source:
BKL-2
Backlog Mcnagamont J
Total Corrective Action Assignments Dgress:
Performance is satisfactory.
J l
6000 2 5500 5000 4500
< 40
- 5 3500 Good
~~~
0 i
i i
l l
I I
I I
I i
go 10/15/98 10/30/98 11/15/98 11/30/98 12/15/98 12/30/98 1/15/99 1/31/99 2/15/99 3/1/99 3/16/99 3/31/99 g
MNon-DR Corrective Action Assignrnents (Recovery Backlog)
~ Open Non-DR Conecke Action Assignrnents (New Work)
- -- Nurnber of Non-DR assignrnents at rostart
- - Goal of completion by 12rx/99 (RFO6+8 rnonths) 10/15/98 10/30/98 11/15/98 11/30/98 12/15/98 12/30/98 1/15'99 1/31/99 2/15/99 3/1/99 3/16'99 3/31/99 Ognments (Recovery Backlog)
Non-DR Corrective Action 2628 2507 2418 2319 2209 2114 2033 1967 1905 1852 1786 1701 Open Non-DR Corrective Action Assignrnents (New Work) 1032 1100 1129 1137 1271 1353 1400 1394 1476 1472 1454 1450 Cornpleted Non-DR Corrective Action Assignrnents(NewWork) 748 928 1028 1118 1247 1396
{ 1560 1704 1797 IS23 2029 2163 Definition AnalysisfAction This indicator depicts the total number of open AITTS The Corrective Action backlog was frozen with the unit's entry into assignments linked to Condition Reports (CRs). Deficiency mode 2. The data indicates that the current backlog of recovery +
R: ports (DRs), which ere tracked within the Corrective new work is slightly decreasing from the backlog frozen at mode 2.
Action Program, are not included in this indicator. These are broken down into two categories, deferred and new. DRs The correcti e nion recovery backlog has been reduced by 54%
are tracked by a separate indicator.
from the initial count of 3915 items.
Ocal-Cornments The Corrective Action backlog will be dispositioned b, entry into mode 2.ollowing completion of Refueling Outajt (6 As Data Source:
G. Rescek x2433MPl Analysis by:
C Rescek x2433MPl Owner:
G. Winters F5491MP BKL-3
Backlog Managament DR Corrective Action Assignments
}gress:
Performance is satisfactory.
600 s
1 5.
400 Good 3.
i 200 Y
o 5
[0 100 1"
0 l
l 1
1 I
I I
I I
l l
1/15/99 1/31/99 2/1 5'99 3/1/99 3/16/99 3/31/99 4/15/99 4/30/99 5/15/99 5/30/99 6/15/99 6/30/99 l
MICAVP DR Assignments
-Goal of completion by 6/30/99 (RFO6 mo'de 2) l Raw Dets :
1/15/99 1/31/99 2/15/99
'3/1/99 3/16/99 3/31/99 4/15/99 4/30/99 5/15/99 5/30/99 6/15/99 6/30/99 lCAVP DR Assignments 440 421 417 414 411 408 oal of cenplation by 6/30/99 (RFO6 mode 2) 408 335 363 340 317 295 272 Definition '
AnalysistAction This indicator depicts the total number of open AITTS The DR Corrective Action backlog was frozen with the unit's entry assignments linked to Deficiency Reports (DRs) resulting into mode 2. The number of assignments has increased slightly from ICAVP Condition Reports (CRs).
due to new assignments being created to facilitate / manage closure of theissues(s).
A new workoff schedule has been established. The backlog is expected to be completed by the end of 1999.
Goal -
Comments ^
The DR Corrective Action backlog will be dispositioned by the end of 1999.
O Data Source:
J. Fougere x5526MPl Analysis by:
G.Rescek x2433MPl Owner:
G. Winters x5491MP i
BKL-4
Bccklag Mcncgsmont Corrective Maintenance AWOs r
Progress:
performance is satisfactory.
e00 700 600 600 Good
, 4go em r-,
O t
i l
i t
i I
l l
l l
l 10/15/98 10/30/98 11/15/98 11/30/98 12/15/98 12/30/90- 1/15/99 1/31/99 2/15/99 3/1/99 3/16/99 3/31/99 m Recovery Corrective Maint. Backlog (Non Outage)
C-]New Work Corrective Maint. Backlog (non outage)
Corrective Maintenance AWO Backbg Goal Raw Dein '
10/15/98 10/30/98 11/15/98 11/30/98i 12/15/98 12/30/98 1/15/99 1/31/99 2/15/99 3/1/99 3/16/99 3/31/99 Total AWO Recovery Backlog (On l
Line. Future Outage) 415 395 375 355 333 316 304 290 279 271 242 230
]
Recovery Backlog future outage 138 133 138 138 133 133 131 126 126 117 99 101
/
Recovery Corrective Maant. Backbg j
('
(Non Outage) 277 262 237 217 200 183 173 164 153 154 143 129 j
New Work Correctfve Maint.
l Backlog (non outage) -
231 233 238 213 191 177 250 246 265 227 227 210 Non Outage Corrective Maint.
f Backlog fRecovery & New Work) 508 495 475 430 391 360 423 410 418 381 370 339 PRA Risk Significant AWOs 242 220 208 197 180 156 182 189 180 164 145 140 PRA Risk Sgnifcant AWO Backion Goal 250 250 250 250 250 250 250 250 250 250 250 250 Correctwo Maintenanco AWO Bap Goal 500 500 500 500 500 500 400 400 400 400 400 400 DeNnition Analysis / Action j
This indicator depicts the number of on line Corrective The AWO backlog was frozen at 583 AWOs with the unit's entry into Maintenance (CM) Automated Work Orders (AWOs), the mode 2. The Organization is currently scheduling the AWOs into portion of those associated with Probabilistic Risk the 12 week rolling window schedule and the next refueling outage.
Assessment (PRA) risk significant systems, and Corrective j
Maintenance (CM) work schedule in future outage (s). PRA The Corrective Maintenance non outage excellence goal has been Risk Significant systems are systems required to protect the reduced to 400. The increase above the 400 goal line for the period reactor core or mitigate the consequences of an accident.
ending 1/15 was due to a reclassification of 70+ AWOs from RFO6 to On-line status.
Work awaiting post maintenance testing or closure is not included in this KPl. Also excluded are AWOs for support work, such as insulation removal, outage work, and Goal Preventative Maintenance or Surveillance AWOs, as well as The Recovery AWO backlog will be dispositioned following AWOs not associated with power block equipment. Power completion of Refueling Outage 06 mode 2 plus six months. The Ascension AWOs are not included and are tracked by a goal has changed to < 400 Total On-Une Corrective Maintenance separate KPl.~ All Corrective Maintenance (CM) work AWOs per unit. Of these 400, < 200 will be PRA risk significant schedule in future outage (s), does not include support AWOs.
Automated Work Orders (insulation removal etc.),
[
Preventative Maintenance (PM) or Surveillances (SV)
Comments Automated Work orders (AWOs).
Dom Source:
P3 schedule l Analys/s by:
P O Johnson MPl Owner P. O Johnson x5519MP BKL-5
Backlog Manag;mant Open Operability Determinations oQ Ogress; Performance is satisfactory.
50 Backlog closure on schedule 40 to O by RFO6 +6 mos.
0 i
i i
t i
i i
i i
t i
t i
i y
9/23/98 9/30/98 10/7/98 10/14/98 10/30/98 11/15/98 11/30/98 12/15/98 12/30/98 1/15/99 1/30/99 2/15/99 2/28/99 3/15/99 3/31/99 Open OD + USO ODs (Backlog) mods New Work
+ Backlog Closure Schedule 4.
Raw Dets -
10/7/98 10/14/98 10/30/98 11/15/98 11/30/98 12/15/98 12/30/98 1/15/99 1/30/99 2/15/99 2/28/99 3/15/99 3/31/99 Open OD + usO OOs (Backlog) 24 24 24 23 23 22 21 21 21 21 21 20 16 Backlog Closure Schedule 24 23 23 23 22 22 22 21 21 21 20 20 20 ODs New Work 13 13 11 12 to 9
10 9
11 13 13 13 13 uSQ Oos (Backlog) 6 6
6 6
6 6
6 6
6 6
6 5
5 ODs Open < 6 Mth 21 22 15 10 10 6
6 7
7 7
6 ODs Open 6 Mth to 1 Yr 14 14 18 21 21 24 26 26 25 22 20 ODs Open 1 to 2 Yrs.
0 0
0 0
0 0
0 1
2 4
5 ODs Open > 2 Yrs 0
0 0
0 0
0 0
0 0
0 0
DeNnition:
AnalyslalAction '
This indicator depicts the number of open Goal Analysis Operability Determinations (ODs), and also open
- 1. OD Backlog reduction is tracking to satisfactory.
ODs with Unreviewed Safety Questicos (USOs).
Open ODs tied to USOs remain open until approved by the NRC.
Action o MP3-096-98, PASS heat tracing was closed 3/18/99.
An OD is an evaluation performed on a degraded o MP3-006-99, HCS rectifier cal. new 3/20/99 was closed 3/23/99.
Structure, System or Component (SSC) to o MP3-054-98 (Backlog), PORV stroke time was closed 3/24/99.
det:rmine if the SSC is able to perform its safety o MP3-009-98 (Backlog), UHS temperature was closed 3/31/99.
functions. ODs are closed when the degraded o MP3-008-99, MSIV Solenoids, new 3/30/99 was closed 3/31/99.
condition is restored to fully qualified requirements.
o MP3-029-98 (Backlog), Heat detectors will close by 4/8/99.
o MP3-031-98 (Backlog), RSS USO will close by 4/13/99.
o MP3-007-98, SG handhold & manway bolts / gaskets is new 3/24/99.
Goal.
Comments '
Th2 Open OD Backlog will be dispositioned by entry into There were 8 new ODs and 8 closed since January 1,1999.
I pde 2 following completion of Refueling Outage 06 plus l
t months. No OD age > 2 years prior to RFO6 Mode 2.
Osb Source:
Operations OD Log & CR/AR status l Analysis by:
R. McGuinness x6855MPl0wner:
G.swider x5381MP BKL-6 Q
Backlog Managamont Operator Work Arounds CgreSS; Performance is not meeting management expectations.
. 25 Goals 10 20 l
15 Good I
=
v 10
- 5 0
1 I
I I
I i
i I
t I
i 10/28/98 11/11/98 11/25/98 12/9/98 12/23/98 1/6/99 1/20/99 2/3/99 2/17/99 3/3/99 3/17/99 3/31/99 Operator Work Arounds (Recovery Backlog)
~ Operator Work Arounds New Work Goal Raw Dets 10/28/98 11/11/98 11/25/98 12/9/98 12/23/98 1/6/99 1/20/99 2/3/99 2/17/99 3/3/99 3/17/99 3/31/99 Operator Work Arounds (Recovery Backlog) 14 14 13 13 14 14 14 14 14 15 15 15 operator Work Arounde New 4
4 4
4 4
g g
g g
g g
g Work Operator Work Arounds > 1 Year 11 11 11 11 11 11 11 11 14 15 15 15 in Age Dehnition '
Analysis / Action This indicator depicts the number of Operator Work Arounds The Operator Work Around backlog was frozen with the unit's (W/A). These are broken down into two categories, deferred entry into mode 2.
and new.
Action has taken place to include the work-arounds into the MP3 W/As are conditions which require an operator to work with 12 week rolling schedule, equipment in a manner other than original design intended.
The goal for 2/99 was not met. A heightened awareness of the Operator Work Arounds have potential to:
OWA program resulted in an increase in the total number of
+ impact safe operation during a plant transient, OWAs as of the end of the year. The procedure controRing OWAs
+ Impose significant burdens during normal operation, is being revised to clarify the determining criteria for OWAs.
+ Create nuisance conditions due to recurring equipment Once the revision is completed and approved, the existing OWAs deficiencies, will be reviewed for applicability and a new goal will be set.
+ Distract operators from noticing recurring conditions.
Goni-Comments Establishment of a new goal for 1999 will be performed after the OWA procedure, OP 3260E is revised. The previous Sal to have s 10 OWAs will remain until then.
I I
Dets Source:
L. Palone x4737MP l Analysis by:
K. Kirkrnan x5090MPl Owner:
M. J. Wilson X2081 MP BKL-7
Bcckleg Managamant Control Room and Annunciator Deficiencies
&gress:
Performance is satisfactory.
26 24 22 20 18 4
Good g 12 Goals 10 l
J 10 o
l I
l l
I l
I i
l l
l
~
10/28/98 11/11/98 11/25/98 12/9/98 12/23/98 1/6/99 1/20/99 2/3/99 2/17/90 3/3/99 3/17/99 3/31/99 g
Control Room and Annunciator Deficiencies New Work M Control Room and Annunciator Deficiencies (Recovery Backlog)
Goal Raw Data :
10/28/98 11/11/98 11/25/98 12/9/98 12/23/98 1/6/99 1/20/99 2/3/99 2/17/99 3/3/99 3/17/99 3/31/99 mtrol Room and Annunciator f fciencies (Recovery Backlog) 1 1
1 0
0 0
0 0
0 0
0 0
Romn aM AnWats g
gg gg g1
)g.
g 7
7 g
g g
g Derciencies New Work Definition L AnalysisfAction This indicator depicts the number of Control Room and The Control Room and Annunciator Deficiency backlog fluctuates Annunciator Deficiencies (CRDs). These are broken down as individual items are added and deleted. The total number into two categories, deferred and new.
reported does not represent a fixed population.
Control room and annunciator deficiencies are control room The goal to reach s 10 CRDs by 12/98 was achieved on 10/28/98 instruments, recorders, indicators, and annunciators that but then exceeded on 11/16/98.
function improperly and could challenge the ability of operttors to monitor and control plant conditions.
I Goal Comments -
The Control Room and Annunciator Deficiency backlog will be dispositioned by entry into mode 2 following completion of ling Outage 06 plus six months.
Data Source:
L. Palone x4737MPlAne/ysis by:
L. Palone x4737MPl Owner:
M. J. Wilson X2081 MP BKL-8 I
Bccklog Mancgamont Temporary Modifications gT988; Performance is not meeting management expecutions.
30 25 -
20 -
15-Good f 10 -
y 5-0
-t-
--i - -
- - t --
t t
t --
--i --
t i
11/11/98 11/30/98 12/14/98 12/28/98 1/15/99 1/31/99 2/16/99 3/1/99 3/15/99 3/29/fr9 m Temporary Modifications (Recovery Backlog) m Temporary Mods New Work Goal for All Open Mods l
Raw Dets.
10/14/98 10/28/98 11/11/98 11/30/98 12/14/98 12/28/98 1/15/99 1/31/99 2/16/99 3/1/99 3/15/99 3/29/99 Temporary Modifications (Recovery Backlog) 12 12 12 12 12 12 12 12 11 11 11 11 Temporary Mods New Work 9
8 9
10 9
7 9
9 9
10 11 11 Definition -
AnalysidAction This indicator depicts the total number of Temporary The Temporary Modification backlog was frozen at 15 with the unit's Modifications (TMs) to permanent plant design. These are entry into Mode 2.
broken down into two categories, deferred and new. Deferred 1 mp mods are those that were in place when MP3 went back We are above our goal of < 15 temp mods.
on lins in July 1998. New temp mods refers to those that have been installed since July 1998.
There are 22 Temp Mods presently installed (no temp mods were installed or removed since the last reporting period). Five (5) are A t:mporary modification is a modification to the plant that is presently scheduled to be removed prior to RF06-one of these TMs short t:rm in nature and not part of the permanent plant is at risk due to parts, nine (9) are scheduled to be removed in d: sign change process.
RF06, seven (7) are scheduled to be removed BRF07 and one (1) in RFO7.
Comments Goal" The Temporary Modification backlog will be dispositioned by entry into mode 2 following completion of Refueling Outage us six months. The goal was to hava 15 or less by March Dets Source:
J. Cunningham x4372MP l Analysis by:
S. Stricker x5409MPl Owner:
G.Swider x5381MP BKL-9
Backlog Managamont NCRs g(988:
Perfomance is satisfactory.
45 40-
]
35 -
4 lil:lil:ll lil 0
i 1
10/14/98 10/28/98 11/11/98 11/30/98 12/14/98 12/28/98 1/15/99 1/31/99 2/15/99 3/1/99 3/15/99 3/30/99 E Deferred NCRs (Recovery Backlog)
EOpen NCRs (New Work)
R:w Data 10/14/98 10/28/98 11/11/98 11/30/98 12/14/98 12/28/98 1/15/99 1/31/99 2/15/99 3/1/99 3/15/99 3/30/99
_ Diferred NCRs (Recovely Backlog) 35 34 32 33 32 32 32 29 28 28 28 28 Open NCRs (New Work) 9 7
6 4
3 3
3 3
2 2
2 2
j Overdue NCR Assignments 1
0 0
0 0
1 0
0 0
0 0
0 i
Definition AnalysisfAction This indicator depicts the number of open dispositioned Current NCR assignment action owners are:
Nonconformance Reports (NCRs) that have been determined Owner
- NCRs by Engineering to be deferrable as well as new NCRs.
3MGRDESENG 4
Overdue NCR Assignments: number of NCR tracking 3MGRICE 1
assignments past their completion due date.
3MGRMECH 4
3MGROPS 1
3MGROUTAGE 7
3MGRPLAN 12 3MGRPT3 1
The bulk of existing NCRs are either in planning or in the field.
Goal >
Comments Th3 NCR backlog will be dispositioned by entry into mode 2 On 9/15/98 Revision 7 of RP4 (Corrective Action Program) following completion of Refueling Octage 06 plus six months.
enveloped the NCR process so that no new NCR will be generated "Qvstdue NCR assignments, on field conditions as they will be handled under the CR Process.
Data Source:
V. Wesshng x4400 MPl Ans/ysis by:
V. Wessling x4400 MPl Owner:
R. Andren x5727MP BKL-10